Global Business Pursuit - September 2023

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Global Business Pursuit

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Business Industry Publishing

September 2023

In this month edition, we delve deeper into the operations of some global powerhouses, we find out about how Bee Maid Honey continues to produce 100% Canadian Honey. We also look at the operations of UMO and how they “keep the wheels moving”.

Other exciting features in this edition include Swire Oilfield Services, Dundee Precious Metals and Scaldis Salvage & Marine Contractors to name a few.

One of our focuses this month is Business Risk and why taking risks to grow and scale your business can be a very good thing. You and your team may be considering a variety of new business ideas and market opportunities, but not all of them are worth pursuing. It is important to narrow down your options and make sure you focus on the ones that have the highest potential for success.

Charles Brown Business Development Manager

CSL appoints Jeffrey Ball as first Chief Sustainability Officer

The world’s leading biotechnology company CSL (ASX: CSL) (USOTC: CSLLY) announced today that Jeffrey Ball , a globally recognized leader in a variety of disciplines and positions, has appointed, effective immediately Chief Sustainability Officer was appointed. Ball is the Australian biotechnology company’s first Chief Sustainability Officer, which announced its updated sustainability strategy in August 2021 to advance its commitment to protecting the environment.

He has been with CSL in various leadership positions since 2019 and has played a key role in the development of CSL’s sustainability strategy, including the establishment of governance structures such as the Executive Sustainability Committee, which is composed of multiple cross-functional leaders from across the business and for is responsible for defining the sustainability strategy and for its management and implementation. As Chief Sustainability Officer, Jeffrey Ball will continue these activities while overseeing the expansion and operationalization of key sustainability goals and initiatives.

Paul McKenzie , CEO and Managing Director of CSL, said: “Sustainability is key for CSL to create long-term shareholder value. As a company rooted in science, we understand the importance of datadriven decision-making and continuous evaluation and improvement of our processes and products, and we place the same emphasis on sustainability. Jeffrey has extensive experience in the biopharma/ biotechnology industry. He understands the business value of aligning our sustainability strategy with our 2030 strategy and the importance of acting through careful consideration of our impacts, challenges and opportunities and taking meaningful

actions to advance our vision of a sustainable future for all our stakeholders in to do the deed.”

CSL’s sustainability strategy focuses on environmental, social and human resource issues, all underpinned by strong corporate governance. On the environmental front, CSL values integrating sustainability into business decisions, reducing carbon emissions, minimizing end-to-end waste production through removal, reduction and recycling, and supporting similar efforts throughout the supply chain. In June 2023, CSL committed to having its near-term company-wide emission reductions validated in line with climate science by the SBTi.

Jeffrey Ball said, “I am honored to serve as CSL’s first Chief Sustainability Officer and to continue the work of integrating sustainability across the business. I am proud of the significant work the CSL team has already accomplished and look forward to the opportunity to advance this important effort. Guided by CSL values and our purpose for a sustainable future for people and planet, we are taking the critical next steps on our sustainability journey.”

Prior to joining CSL, Jeffrey Ball was Executive Officer of Operations for Aspen Aerogels, where he was responsible for setting the strategic and tactical direction of the supply side of the company and forging a closer partnership with R&D to introduce new technologies, projects and improvements. Prior to Aspen Aerogels, he held various leadership positions in the chemical, biopharmaceutical and biotechnology industries at Genzyme, Amgen and Bayer. Ball earned his bachelor’s degree in chemical engineering from Bucknell University and his master’s degree in chemical engineering from Villanova University.

selects Fluency as its New CBDC Partner

Mastercard, a global leader in payment solutions, recently announced Fluency as its CBDC partner, as part of plans to capitalise on the growing interest in CBDCs.

Fluency’s world-leading deep expertise and innovative technological capabilities will provide a greater understanding of the benefits of CBDCs, and how to implement them in a way that is seamless, secure, scalable and useful in order to drive innovation for Mastercard and its clients as CBDCs continue to evolve.

Inga Mullins, CEO at Fluency, said: “We are delighted at Fluency to be part of this exciting and forward-thinking partnership with Mastercard helping CBDC networks seamlessly bridge transactions between different types of CBDC: account and token-based, retail and wholesale, multi-CBDC with tokenized assets and regulated stablecoins.”

Other key players selected to the global CBDC program include platform Ripple, blockchain and Web3 software company ConsenSys, digital identity technology provider Idemia, digital identity consultant Consult Hyperion, security technology group Giesecke+Devrient and digital asset operations platform Fireblocks.

Raj Dhamodharan, Head, Digital Assets and Blockchain, at Mastercard, says: “We believe in payment choice and that interoperability across the different ways of making payments is an essential component of a flourishing economy.

“As we look ahead toward a digitally driven future, it will be essential that the value held as a CBDC is as easy to use as other forms of money.”

Mastercard

Toyota Research Institute Unveils New Generative AI Technique for Vehicle Design

Toyota Research Institute (TRI) today unveiled a generative artificial intelligence (AI) technique to amplify vehicle designers. Currently, designers can leverage publicly available text-to-image generative AI tools as an early step in their creative process. With TRI’s new technique, designers can add initial design sketches and engineering constraints into this process, cutting down the iterations needed to reconcile design and engineering considerations.

“Generative AI tools are often used as inspiration for designers, but cannot handle the complex engineering and safety considerations that go into actual car design,” said Avinash Balachandran, director of TRI’s Human Interactive Driving (HID) Division, whose team worked on the technology. “This technique combines Toyota’s traditional engineering strengths with the state-of-the-art capabilities

of modern generative AI.”

TRI researchers released two papers describing how the technique incorporates precise engineering constraints into the design process. Constraints like drag (which affects fuel efficiency) and chassis dimensions like ride height and cabin dimensions (which affect handling, ergonomics, and safety) can now be implicitly incorporated into the generative AI process. The team tied principles from optimization theory, used extensively for computer-aided engineering, to text-to-imagebased generative AI. The resulting algorithm allows the designer to optimize engineering constraints while maintaining their text-based stylistic prompts to the generative AI process.

As an example, a designer can request, via text prompt, a suite of designs based on an initial prototype sketch with specific stylistic properties like “sleek,” “SUV-like,” and

“modern” while also optimizing a quantitative performance metric. In the research paper, the team focused specifically on aerodynamic drag. The approach can also optimize any other performance metrics or constraints inferred from a design image.

“TRI is harnessing the creative power of AI to amplify automobile designers and engineers,” said Charlene Wu, senior director of TRI’s Human-Centered AI (HCAI) Division, whose team collaborated with the Human Interactive Driving team on this project.

By incorporating engineering constraints directly into the design process, this tool could also help Toyota design electrified vehicles more quickly and efficiently.

“Reducing drag is critical for improving the aerodynamics of BEVs to maximize their range,” said Takero Kato, BEV factory president, Toyota Motor Corporation.

Slenergy Flourishes in the German Solar Market with Plug-and-Play iShare-Home Mini Solution

connection design, the system requires only a few minutes of setup before providing eco-friendly energy. The plug-and-play aluminum alloy system suits various scenarios such as balconies, gardens and walls. Enhanced by its lightweight and superior anti-corrosion capabilities, the system presents adjustable angles spanning from 30° to 50°, ensuring optimal positioning for maximum efficiency.

The system boasts a N-type high-efficiency PV module achieving an impressive 21.76% maximum efficiency. Its sleek all-black design embodies a minimalist aesthetic. The 12-year material and processing warranty is complemented by a 30-year warranty for extra linear power output.

With IP67 protection, the inverter effectively withstands rain and snow, achieving up to 96.5% conversion efficiency. Users can effortlessly monitor real-time energy consumption and analysis through their smartphones, thanks to the wireless and built-in WIFI module. The system’s welldesigned layout facilitates easy fault identification and resolution.

Slenergy, a world-leading innovator of sustainable smart energy solutions, has achieved remarkable success in the German solar market with its cuttingedge 4-15 kW iShare-Home one-stop residential solar energy solution. Garnering immense attention across Germany, the company’s latest product, iShare-Home Mini smart solar system, has captivated the market.

Built upon the core concepts of the iShareHome system – standardized system and modular product design, simplified installation, and smart energy management – iShare-Home Mini represents a micro power generation

system for homeowners. Integrating PV modules, micro-inverter, bracket system, and cable set, it seamlessly converts sunlight-generated DC into AC for household consumption.

With the concept of Easy Energy for an Easy Life, the iShare-Home Mini system adopts One-Stop Box shipping. This 800W system employs two 425W PV Modules, an inverter, a pre-assembled 5-meter AC cable, a 3-meter DC cable, and two mounting structure sets. Easy installation, adaptability to diverse scenarios, exceptional efficiency, and robust safety features set it apart.

Benefitting from its pre-installation and

Slenergy introduced its groundbreaking iShareHome one-stop residential energy solution in Munich this May, and will officially enter the Italian market next month. The iShare-Home Mini solution, marking another pioneering step, has rapidly been embraced by the German market and is now sold out through prioritized channels. The upcoming shipment will arrive in Germany by the end of this month.

Technology drives progress, and innovation shapes the company. Slenergy’s commitment to upgrading the industry and empowering clients with one-stop solar solutions underscores its vision for a universally sustainable future.

Johnson Controls launches a partnership with Nucor to recycle nearly 100% of scrap steel at major Johnson Controls facilities in the United States

• Johnson Controls has launched a closedloop steel recycling partnership program with Nucor in the US

• The program will salvage nearly 100% of secondary scrap steel at major Johnson Controls facilities in the US, amounting to thousands of tons per year, repurposing it as low-embodied-carbon steel.

• Johnson Controls sources over 70% of steel in the US and 45% globally from recycled materials, as part of its program to reduce embodied carbon across its product portfolio.

Over 70% of Johnson Controls steel purchases in the US and 45% globally are manufactured from recycled scrap materials. The program with Nucor will recycle nearly 100% of that secondary scrap steel again, amounting to thousands of tons each year, at major Johnson Controls manufacturing sites in the US. Nucor will remelt the scrap steel using electric arc furnace (EAF) technology, which generates approximately 75% less emissions than traditional blast furnace manufacturing. The remelted steel will be sold back to Johnson Controls for use in manufacturing. This closed-loop recycling process is a highly efficient form of circularity that is especially well suited to metals like steel, which retain their robust material structures through multiple rounds of recycling and repurposing.

Johnson Controls is engaged globally to use our purchasing power to accelerate the adoption of near net zero steel, including being a founding member of the First Movers Coalition, an organization initiated by the US State Department and the World Economic Forum.

“With our smart building technology trifecta – energy-efficient equipment, clean

electrification, and systemic digitalization – we have already reached the point of being able to help customers reduce building operational emissions to net zero,” says Katie McGinty, Vice President and Chief Sustainability and External Affairs Officer at Johnson Controls. “However, embodied carbon emissions in hard-to-abate sectors like steel are much more challenging. We are unravelling the complexities of embodied carbon, by addressing the challenge from different angles: from low-carbon steel purchases to steel recycling, material recycling, and overall product footprint reduction. This partnership with Nucor will allow us to accelerate upstream decarbonization significantly through the further recycling of thousands of tons of steel every year. We are excited not only about the immediate resource and emissions reductions, but also about the long-term ripple effect this closed-loop recycling partnership will have for resource, energy and emissions savings.”

“We are excited to work more closely with Johnson Controls and build on our longstanding relationship by developing this recycling program,” said Noah Hanners, Executive Vice President of Raw Materials for Nucor Corporation. “Nucor pioneered the use of EAF technology in the late 1960s, and we are now one of the cleanest, most sustainable steel producers in the world. We formed Nucor Industrial Recycling to work with our steel customers to find new and better ways to return steel scrap directly from manufacturing facilities to our steel mills for re-melting to make new steel products. This closed-loop recycling program is a great example of how we work with our customers to improve resource efficiency in the steel supply chain.

About Nucor

Nucor and its affiliates are manufacturers of steel and steel products, with operating facilities in the United States, Canada and Mexico. Products produced include: carbon and alloy steel -- in bars, beams, sheet and plate; hollow structural section tubing; electrical conduit; steel racking; steel piling; steel joists and joist girders; steel deck; fabricated concrete reinforcing steel; cold finished steel; precision castings; steel fasteners; metal building systems; insulated metal panels; overhead doors; steel grating; and wire and wire mesh. Nucor, through The David J. Joseph Company and its affiliates, also brokers ferrous and nonferrous metals, pig iron and hot briquetted iron / direct reduced iron; supplies ferro-alloys; and processes ferrous and nonferrous scrap. Nucor is North America’s largest recycler.

About Johnson Controls

At Johnson Controls (NYSE: JCI), we transform the environments where people live, work, learn and play. As the global leader in smart, healthy and sustainable buildings, our mission is to reimagine the performance of buildings to serve people, places and the planet.

Building on a proud history of nearly 140 years of innovation, we deliver the blueprint of the future for industries such as healthcare, schools, data centers, airports, stadiums, manufacturing and beyond through OpenBlue, our comprehensive digital offering.

Today, with a global team of 100,000 experts in more than 150 countries, Johnson Controls offers the world’s largest portfolio of building technology and software as well as service solutions from some of the most trusted names in the industry.

InSilicoTrials and AchilleS Vaccines Join Forces to Create Next-Generation Vaccines and Monoclonal Antibodies against Infectious Diseases

InSilicoTrials and AchilleS Vaccines have announced a strategic alliance that aims to unite visions, skills, experiences, the multidisciplinary collaboration network and interested institutions to accelerate the transition towards a complete realization of “biopharma 4.0” concept with a specific focus on vaccines and monoclonal antibodies against infectious diseases.

The collaboration will build on InSilicoTrials’ existing platform and its InSilicoVaccine Suite to create vertical products based on modified Outer Membrane Vesicles (mOMV). mOMV is a technology already used by AchilleS Vaccines with significant advantages for product development, including large-scale and costeffective production. It has also demonstrated good tolerability and high immunogenicity in humans, making it an attractive candidate for personalized vaccines.

The partnership will allow AchilleS Vaccines to leverage the wide range of in silico tools provided by InSilicoTrials, among which the Immunogenicity Risk Screen tool, a computational solution that predicts the potential risk of immune responses to new protein sequences. It enables the evaluation of potential immunogenicity risks of new protein sequences in silico, without the need for animal testing, which can accelerate vaccine development and create safer and more effective vaccines.

“We are excited to collaborate with AchilleS Vaccines to develop vaccines that can make a real impact on patients’ lives,” said Luca Emili, CEO of InSilicoTrials. “Our in silico platform and tools have the potential to accelerate the

development of new vaccines while reducing the need for animal testing.”

“Since the birth of our company we have dreamed of carrying out a preclinical development of a vaccine or a monoclonal antibody while minimizing waste, which is why the LAB 4.0 project was born. We are now excited to partner with InSilico Trials to take this concept further and extend it to the point where we can simulate the entire biopharmaceutical development chain from lab, to animal testing, to clinic, while dramatically reducing related risks,” said Riccardo Baccheschi, President and CEO of AchilleS Vaccines.

The collaboration agreement between InSilicoTrials and AchilleS Vaccines represents a significant step forward in the development of personalized vaccines that could transform the prevention and treatment of infectious diseases.

About InSilicoTrials

InSilicoTrials is a company that specializes in using artificial intelligence (AI) and simulations to improve drugs and medical device development.

The company built an ecosystem of more than 70 scientific collaborations, where computational models are developed with internationally recognized universities and research centers, offering access to the highest level of data security.

InSilicoTrials’ goal is to help pharmaceutical, medtech companies and researchers develop new drugs more efficiently and at a lower cost by reducing the need for traditional, time-consuming, and expensive clinical trials. With its cloud-based platform offering

advanced Modeling and Simulation (M&S) tools to perform in silico trials analyses, InSilicoTrials supports companies to integrate AI and simulation technology into their drug development workflows.

InSilicoTrials is currently working on four projects funded by the European Commission: In Silico World, SimCardioTest, BRAINTEASER & Disc4All.

About AchilleS Vaccines

AchilleS Vaccines is a biotechnology company engaged in the development of new products to address some of today’s most crucial health problems, including antibiotic resistance and emerging infectious diseases and with a strategic focus on health programs on the African continent.

AV’s goal is to develop safe and potent vaccines and monoclonal antibodies through scalable, sustainable and cost-effective development and production processes. The company uses disruptive technology platforms, a large network of multidisciplinary, national and international partners, with the support of forward-looking European institutions.

The AchilleS Vaccines LAB 4.0 represents a new paradigm for the initial development of new biopharmaceutical products and will open new opportunities in the pharmaceutical industry. We aim to expand the “LAB 4.0 vision” and the innovative approach of “development by design” towards new methodologies by combining “development by design” with a “biopharmaceutical development by simulation” starting from the laboratory stage and ending at the clinical stage, covering the whole cycle of product development.

A Global Journey of Innovation and Expansion

Donnie Rust

Takeda Pharmaceuticals

Boasting a storied history spanning over two centuries, Takeda Pharmaceuticals is, without argument, a stalwart in the pharmaceutical industry. Founded in 1781 by Chobei Takeda I as a small medicine shop in Osaka, Japan, the company’s evolution into a global powerhouse is an example of what visionary leadership and unwavering commitment to advancing healthcare can achieve.

A History Of Healing

One cannot appreciate the impact of this company today, without touching on its history. Takeda’s early focus on traditional herbal medicines laid the foundation for its expansion into new therapeutic territories. With the advent of modern pharma, the company embraced innovation, diversifying its portfolio to encompass a range of medical solutions. This strategic pivot facilitated its growth beyond national borders, positioning it as a pioneer in healthcare solutions worldwide with a strong human-healing element at its core.

In the mid-20th century, Takeda embarked on a path of international collaboration, recognizing the value of global partnerships in addressing complex medical challenges. This marked a turning point in the company’s journey, propelling it to establish a presence in over eighty countries. Takeda’s global expansion was not merely about market reach; it was an expression of its commitment to spreading medical progress and contributing to the wellbeing of diverse populations.

Values

As the company evolved, it maintained a steadfast focus on its core values of integrity and fairness. These values, deeply embedded in its corporate culture, guided Takeda through various transitions and solidified its reputation as an industry leader. Today, Takeda’s global reach, backed by its heritage of innovation and patientcentric approach, positions it at the forefront of pharmaceutical advancements, poised to continue shaping the future of healthcare on a global scale.

Staff Training And Focus

Takeda Pharmaceuticals boasts a diverse and resolute workforce comprising over 50,000 employees globally. Quite different from the original set up. Amazingly, this vast team collaborates across borders, disciplines, and cultures to drive the company’s mission of advancing healthcare innovation.

Immense importance is placed on training and development, recognizing that a well-equipped workforce is key to driving groundbreaking medical advancements. Through comprehensive training programmes, employees are equipped with the latest industry knowledge and skills, ensuring they stay at the forefront of pharmaceutical innovation. This emphasis on continuous learning fosters a culture of excellence and positions Takeda as a pioneer in the ever-evolving healthcare landscape.

Employees First

Employee well-being and protection are paramount at Takeda. The company prioritizes

a safe and inclusive workplace environment, implementing robust health and safety protocols. This commitment extends beyond physical well-being to encompass mental health support, recognizing the holistic needs of its staff. Concurrently, their approach to employee management revolves around respect, diversity, and empowerment. The company values the unique perspectives each employee brings to the table, fostering an environment where creativity flourishes. Employee feedback is actively sought and integrated into the decision-making process, promoting a sense of ownership and engagement.

Takeda Pharmaceuticals goes beyond the role of an employer; it is a nurturing ground for growth, innovation, and protection. Its investment in staff training, commitment to well-being, and inclusive management approach collectively contribute to a thriving work culture that drives the company’s mission forward.

Business Practises Today Vs History

The company’s modern business approach stands in stark contrast to its historic origins yet remains rooted in its enduring principles. While the company’s humble beginnings cantered on a small medicine shop, its modern stance is characterized by global reach, advanced technologies, and an unwavering commitment to patient care.

Historically, Takeda’s focus was on traditional herbal remedies, nurtured by a deep sense of integrity and patient-centric care. Today, this ethos remains intact, but innovative technologies have magnified its impact. Takeda’s historic principles of fairness and perseverance have evolved to encompass a digital realm, where AI, data analytics, and precision medicine are harnessed to shape healthcare’s future. The company’s early regional scope has transformed into a multinational presence, catalysed by partnerships and collaborations that transcend borders. Takeda’s commitment to affordable healthcare for all remains steadfast, yet its approach now leverages technological advancements to achieve this goal.

As the sands of time have shifted, Takeda’s principles have remained constant pillars, adapting and thriving in the face of new technologies. The essence of integrity, compassion, and innovation endures, bridging the gap between its historic origins and its contemporary strides, culminating in a unique blend of tradition and transformation that defines Takeda Pharmaceuticals today.

Developments In Sector

The pharmaceutical industry is undergoing a

“Takeda Pharmaceuticals goes beyond the role of an employer; it is a nurturing ground for growth, innovation, and protection”

Intellectual Property Litigation

Prosecution

Antitrust Litigation & Counseling

Trade Secrets

FDA

Portfolio Management

Commercial Litigation

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partner with Takeda as they work toward a healthy and promising future.

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dynamic transformation worldwide, driven by a confluence of factors that are reshaping its landscape. One significant trend is the rapid advancement of personalized medicine and targeted therapies, fuelled by breakthroughs in genomics and molecular biology. This shift towards precision treatments is enabling healthcare providers to tailor interventions to individual patients, enhancing efficacy and minimizing side effects.

Furthermore, the industry is embracing digital technologies and data-driven solutions. Telemedicine, remote patient monitoring, and digital health platforms are becoming integral to healthcare delivery, particularly in the wake of the COVID-19 pandemic. Artificial intelligence (AI) and machine learning are also revolutionizing drug discovery, expediting the identification of potential candidates, and optimizing clinical trial processes.

Global regulatory environments are evolving to accommodate these changes. Regulators are adapting to the rapid pace of technological innovation, ensuring that new therapies are safe, effective, and ethically sound. This regulatory evolution also extends to the approval of biosimilars and biologics, fostering competition and potentially improving access to essential medicines.

Collaboration And Sustainability

Collaboration is emerging as a cornerstone of industry development. Partnerships between pharmaceutical companies, research institutions, and tech startups are fostering a

cross-disciplinary approach to innovation. This collective effort is driving the discovery of novel therapies and accelerating their journey from laboratory to bedside.

And, with this in mind, sustainability and patient access are gaining prominence. The industry is recognizing the importance of responsible manufacturing, resource efficiency, and affordable treatments that reach patients globally. As the world grapples with healthcare disparities, pharmaceutical companies are under increasing pressure to ensure equitable access to life-saving medications.

At any one moment, the industry players are navigating a multifaceted landscape defined by personalized medicine, digital integration, regulatory evolution, collaborative innovation, and a commitment to global health equity. These developments collectively shape a future where medical advancements are not only scientific milestones but agents of positive change for individuals and societies worldwide.

Of course, Takeda Pharmaceuticals is no stranger to change and has historically seen many shifts in the landscape and survived them. While their product may be medicines, their talents lie in their flexible ability to pivot while maintain focus on their goals.

“Of course, Takeda Pharmaceuticals is no stranger to change and has historically seen many shifts in the landscape and survived them.”

Comprehensive Financial Care In A Vacationer’s Paradise

Donnie Rust

DGM Financial Group

DGM Financial Group has been providing comprehensive global financial services to clients since 1996, providing trust administration, family service, corporate services and management services to insurance and non-insurance companies. They are also a Listing Sponsor on the Barbados Stock Exchange and very importantly, are an independent entity. Being independent allows them the flexibility to pivot easily to meet changing conditions and create tailored solutions for their list of international clients. The turbulent events of the last half decade have put this resilience and flexibility to the test as well as revealing the core principles that have given DGM the fine reputation amongst their clients.

Businesses often wave around words such as “trust”, “integrity” and “transparency” to attract new clients and placate current ones, using words like “discretion” to make promises that they don’t intend to keep. It is the fact that the opposite is true for DGM that they have been around since prior to the turn of the century and are enroute to see the turn of the next.

DGM Financial Group have been building their reputation for over twenty-eight years by providing exceptional service to their clients and their client’s professional advisors and

introducers. Trust and transparency, integrity and discretion are their core values and the anvil on which their business is shaped. The foundation for their success and longevity.

The Companies Of DGM Financial Group

To create a comprehensive service to their clients, who seldom have simply one main area of need, DGM offer several branching businesses that form the arms of the machine. This way each division can meet the requirements and challenges with focus.

DGM Trust Corporation’s Barbados licence allows them to provide a comprehensive range of trustee and corporate services to individual and corporate clients. The management of private wealth is the core of their business, offering high quality bespoke services for the preservation, enhancement, and ultimate disposition of wealth for present and future generations.

DGM Financial Group collaborates with tax and legal advisors and other professionals to create the right structure for everyone’s circumstances. They do not give legal or tax advice but provide the support and infrastructure for service excellence: managing the day to day operational, administrative, and regulatory requirements efficiently and effectively, thus

“DGM Trust Corporation’s Barbados licence allows them to provide a comprehensive range of trustee and corporate services to individual and corporate clients.”

allowing their clients the freedom they need to handle their business affairs.

DGM Captive Management Services is licensed under the Exempt Insurance Act of Barbados and offers complete management services to International Companies. Barbados is in the top 10 of the world’s captive domiciles and remains the largest domicile for captives owned by Canadian companies and associations and is a significant player in the US Market, Latin America and in particular Mexico.

DGM Financial Group can assist high net worth international families seeking highly personalized and centralised handling of their financial and personal affairs. DGM ensure their families’ financial affairs are handled with the utmost levels of objectivity, integrity, professionalism, and absolute discretion in a cost-effective and efficient manner. Bringing focus and stability by consolidating financial affairs, freeing family members from the time, effort and often conflict of managing their own wealth thus enabling them to enjoy it. DGM Financial Group has successfully secured a growing number of Special Entry permits and work permits for clients wishing to relocate to Barbados to live, work or retire. All stages of the application process can be assisted with.

Why Barbados

As geopolitical developments of the war in Ukraine, supply chain interruptions and rising interest rates converge, Latin and North America, Europe and Africa are finding shelter in the tremendous benefits of self-insurance. As such, businesses from these countries are looking to find competitive domiciles like Barbados to limit exposure to these growing risks and rising premium costs. Barbados is after all, a low tax regime with a maximum corporation tax rate of 5.5% with no tax on capital gains.

Having already proved its worth to Canadian and American corporates, who have been established on the island for four decades, this Eastern Caribbean Island is not new to the sector. A mature but dynamic domicile with a rich history in the insurance and captive’s arena exists that is evidenced by the $45 billion CAN that Canadians have invested in Barbados.

Ranked seventh among global captive insurance players, with an industry history dating back to 1840, Barbados has emerged as a desirable choice as the commercial insurance market has hardened. DGM Financial Group knew what they were doing when they set up shop on

the island, which is for most of the world beyond risk managers, still a vacationer’s paradise.

The island’s tradition of political and social stability, sophisticated telecommunication infrastructure and educated workforce are well known. A combination of other factors also works in Barbados’ favour. Importantly, they are anchored in a regulatory framework that is enabling and encourages high levels of compliance, and all of this is supported by a truly competitive tax structure.

Wayne Fields, president of the DGM Financial Group, a chartered accountant for over five decades, assesses Barbados’ current posture. He points to what he believes is the real power available to the sector: The availability of enthusiastic and talented people which gives his company their significant edge.

DGM have benefitted from a cadre of experienced professionals, and the country continues to produce highly trained professionals in accounting, law, finance, compliance, trust, and tax services, as well as supporting skills sets in administration and corporate client services.

“With the implementation of substance requirements, we now have a major opportunity and advantage over many of our competitors. This belief is founded on our historical emphasis on skills transfer to our local people rather than relying solely on the importation of a foreign and transient workforce to fill these positions,” Fields states, illustrating where he believes the real source of their edge comes from.

He added: “The cost of doing business in Barbados remains favourable relative to our competitors which have much stronger currencies and must pay foreign workers high salaries to encourage them to relocate. Furthermore, engaging Barbados’ local workforce ensures that long-term relationships can be built with clients, avoiding the constant churn that results from a transient workforce.”

Dundee Precious Metals

On Track for The Gold

Donnie Rust

An international mining company, Dundee Precious Metals Inc. is based in Canada and has operations and projects located in Bulgaria, Namibia, Ecuador and Serbia. Led by President and Chief Executive Officer David Rae, a highly qualified international mining and smelting executive whose experience includes projects in Africa, Canada and Europe, the company is united in their goal to unlock resources and generate value and continue to grow.

This overall aim is supported by a foundation of core values, which guides how Dundee Precious Metals conducts its business and how it relates to its key objectives involving ESG, innovation, optimizing the existing portfolio, and financial growth.

Favouring an opportunistic yet disciplined approach to business, which allows DPM to maintain financial strength while being socially responsible, the company is punctilious by nature. An example of this came at the end of August 2023, when David Rae announced that a decision on the appeal of the Constitutional Protective Action filed against the Ministry of Environment, Water and Ecological Transition (“MAATE”) was delivered by the Provincial Court of Azuay in Ecuador.

Based on their preliminary analysis, the decision reaffirmed Dundee Precious Metal’s mining concessions for the Loma Larga project, a high quality copper-gold-silver underground mine, and clarified that free, prior and informed consultation of certain local indigenous populations must be carried out by the state, which Dundee Precious Metals had already planned as part of its development of the project.

The decision also held that environmental consultation with communities in the project’s area of influence would need to be provided. Including certain additional reports on the impact of the project on water resources and the Quimsacocha National Recreation Area which were provided by MAATE to the Court prior to advancing the project to the exploitation phase.

“As we assess the court’s decision, we remain committed to the highest applicable standards for environmental protection and stakeholder engagement in-line with International Finance Corporation standards,” said David Rae, adding, “DPM will be engaging with the government to outline the next steps for the consultation activities and, based on the extensive environmental work completed to date, we will work with MAATE to provide any additional detail as quickly as possible. As always, we will

continue to take a disciplined approach to future investment and advancement of the Loma Larga project based on the receipt of key milestones and the country’s overall operating environment.”

Following the announcement from last month, as DPM completes its legal assessment of the decision, they will seek clarification on the requirements for the additional reports, the Indigenous and environmental consultations and the steps needed for them to resume the planned drilling.

Loma Larga Project

David Rae reveals that in 2021, Dundee Precious Metals acquired the Loma Larga project, located in the Azuay province of Ecuador approximately 30 kilometres southwest of the city of Cuena.

“Loma Larga is a high-quality coppergold underground project, which has a similar geology and mining method as our Chelopech mine,” he explains, “Which we transformed into a world-class operation. With Loma Larga, we expect to leverage our proven strengths as an environmentally and socially responsible mining company to unlock the significant potential of the project for the benefit of all stakeholders.”

In developing Loma Larga, Dundee Precious Metals will maintain their continuous commitment

to the highest standards of engagement with local communities and environmental stewardship. The relevant licenses and commitment from shareholders came in late 2022 while the discussions with the government of Ecuador regarding investor protection agreement closed in the third quarter of 2023.

High Quality Growth Asset

The feasibility study indicates that Loma Larga has the potential to produce an annual average of approximately 200,000 ounces of gold in its first five years of operation. Life-of-mine production is expected to be approximately 170,000 ounces of gold per year, at an attractive all-in sustaining cost that would continue to support DPM’s peerleading cost profile.

Other Projects

In addition to Loma, Dundee Precious Metals, who have been in business since 1983, have working project assets around the world including the following:

Chelopech, Bulgaria: an underground goldcopper mine with a track record of delivering strong, consistent operational performance. Proven and probable Mineral Reserves at Chelopech are currently 1.6 million gold ounces and 336 million pounds of copper, supporting an eight-year mine life.

Ada Tepe, Bulgaria: having officially declared commercial production at Ada Tepe in June 2019, a significant milestone and the result of many years of challenging work, the project was the first greenfield mine in Bulgaria in the last forty years. The operation makes use of innovative equipment, and the onsite staff contingent is comprised of 90% locals.

Tsumeb, Namibia: Dundee Precious Metals Tsumeb (Pty) Limited, is in Tsumeb, Namibia

which is approximately 430 km north of the capital city of Windhoek. The smelter was constructed in the early 1960’s to process concentrates from the Tsumeb copper mine and other mines in the country. It is linked by rail to the Atlantic port of Walvis Bay in Namibia and employs approximately 800 people.

The Timok Gold Project: one of their current developments, The Timok deposit was discovered by DPM’s subsidiary in Serbia in 2008. Extensive geological mapping, outcrop sampling, soil geochemistry and airborne geophysical surveys were completed over much of the area covered by the exploration licences. The project is currently expected to produce approximately 547,000 gold ounces over an eight-year mine life, with an average annual gold production of 80,000 ounces for the first six years, at an all-in sustaining cost of $693 per ounce of gold (life of mine average)

Company Strategy

The company’s strategy is grounded by four themes which are key to achieving their goals and generating long-term value for Dundee Precious Metals’ stakeholders. Firstly, leveraging operational excellence to optimize their assets; Secondly, creating a culture of innovation to drive transformational and incremental improvements to their business; Thirdly, growing their business in a disciplined and accretive manner, and Fourthly, balancing with a return of capital to shareholders and employing leading environmental, social and governance practices, enabling them to create and maintain strong partnerships with their stakeholders

“Maximizing the value of our existing operating assets through exploration, development and optimizing our operational output is a key component of our strategy,” David says, “To that end, DPM has assembled and continues to grow a pipeline of mining and processing projects at various stages of development that will ultimately serve to fuel further growth.”

...One of their current developments, The Timok deposit was discovered by DPM’s subsidiary in Serbia in 2008.

Civil Aviation Authority Of The Cayman Islands

Nothing Can Keep Them Down

Donnie Rust

As we know, the COVID pandemic created unique challenges for businesses and industries worldwide, but aviation, with huge multinational businesses and household names closing, was hit particularly hard. It has taken time and persistence to recover, but through proactive relationships with clients, stakeholders and industry leaders, as well as instigating a state of the art, purpose-built data management solution, the Civil Aviation Authority of the Cayman Islands (CAACI) have emerged with their wheels barely touching the ground.

CAACI

Primarily, CAACI ensures that the Cayman Island’s aviation industry conforms to the standards and regulations of the International Civil Aviation Organisation. It does this by acting as a regulatory organisation responsible for safety oversight and economic regulation throughout the territory. These functions, affect the certification of air traffic services, aerodromes and heliports, aircraft registration, insurance, issuance, renewals, cancellations, revocation and variation of certificates of airworthiness. Also, validation of personnel licenses, crews and maintenance associated with the aircraft registry and safety oversight for the local air operator certificate

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AOC holders.

The core part of the CAAIC’s daily work revolves around electronic data and record management, for which it boasts a superb track record of accuracy. Before the pandemic they implemented electronic data management solutions that have since proved to be invaluable in raising the standard of efficacy and accuracy to the authority’s process.

Richard Smith, general manager of the CAACI, a stalwart of the aviation industry with five decades of experience under his belt, says that the new VP-C online bespoke electronic data management system has increased their efficiency in processing applications.

“We have a reputation of quality services that we have to uphold with our customers and the VP-C system continues to deliver on that expectation,” he says, “In 2023 we rolled out a phased updated version of VP-C online, running through to late 2024 which will be more powerful and user-friendly and easier for customers to manage their registration and compliance with CAACI.”

Including features such as secure online portal for documents submission, the latest version offers a streamlined process for submitting renewal applications and providing

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“We have a reputation of quality services that we have to uphold with our customers and the VP-C system continues to deliver on that expectation,”

access to critical information such as expiration dates fees and approval. In essence, the VP-C platform ensures that the Civil Aviation Authority of the Cayman Islands was able to remain efficient and effective even during the pandemic.

Relationships

Since March 2021, CAACI have operated from its own purpose-built headquarters near the Owen Roberts International Airport. Providing a holistic ergonomic environment for the staff to work from, while benefitting from the immersion that the proximity to the centre of the aviation industry in Grand Cayman offers.

The building is an example of efficiency and sustainability. In addition to its energy saving and low carbon footprint, a set of updated remote work policies as well as the recent addition of solar PV panels have further reduced CAACI’s environmental impact.

The choice of location was deliberate and reflects the intimate nature of the relationship between CAACI and the island’s aviation industry. As Richard says, “Our role as a regulator is about

building industry relationships. That is how we can monitor in real time the activities and movements and take decisive action on them.”

There is a significant benefit to the approach of the CAACI’s compliance enforcement efforts, “We take a personalised approach with all our partners and suppliers as we understand the value of these relationships. There are various means of enforcing the compliance required by the asserted regulations but we found that having a strong relationship with our stakeholders allows us to manage compliance in a more personalised manner which generally results in better outcomes.”

Richard adds, “Our robust reporting system is part of VP-C’s electronic management system, it allows operators to report issues to us around the clock. Therefore, the extent to which we receive proactive reporting from our operators gives us a sense of how effective we are in terms of managing their compliance.”

CAACI works closely with other National Aviation Authorities including the Federal Aviation Administration to accommodate their clients’

needs to register their aircraft in the district and to operate globally. The authority constantly seeks to understand the technical regulations of various authorities, and how they interface with its regulatory code, to offer bespoke solutions that are effective and warranted.

Community Efforts

Not to leave their community out and despite its busy schedule, the CAACI is engaged in multiple charitable initiatives, particularly in the form of donations to deserving causes. These include the Caymans Islands Cancer Society, Meals on Wheels and the Cayman Heart Fund. Interestingly, and against the norm, the authority’s charitable programme was established and has been maintained by CAACI staff as an unofficial team project. Then, this year the board approved the authority’s official involvement and contributions to the charities.

“The staff propose various charities that they believe we should focus on,” says Richard,

“For example, earlier this year the focus was on mental health, and for a month we supported a number of charities working in the field.”

Following on from the impressive initiative shown by the staff, the CAACI now have a dedicated team to manage its involvement in these causes. The “Social and Charity Committee” comprises of members of various departments and its role is to plan fundraisers and events such as beach cleanups, restoration projects and tree planting.

Finally, Richard highlights the importance of supporting team-led programmes. Their passion for customer service as reasons why he believes that the CAACI will continue to enjoy a bright future.

“Our staff are eager and committed to their responsibilities which puts a lot of the right energy into the business and has the added benefit of making us an authority in our role,” he says, “We keep ourselves to the highest standards and are ardent in our responsive solutions based approach to customer service which really sets us apart and which ultimately leads to the sector improving year on year. It’s just getting better.”

“The staff propose various charities that they believe we should focus on... For example, earlier this year the focus was on mental health, and for a month we supported a number of charities working in the field.”

Enterprise City

Your eyes shouldn’t leave the big picture

Donnie Rust

Cayman

Saving their clients from the increasing bureaucracy involved in doing business in the UK and USA, Cayman Enterprise City offer readily available fully serviced office spaces and business set-up support for knowledge-based industries. Such as those in science, technology, and media so that they can focus on innovation, growth, and sustainability. Take advantage of investment incentives, unrestrictive immigration pathways, and turnkey solutions for companies of all sizes and all stages of development.

Special Economic Zones

Developing a world-class special economic zone with a state-of-the-art campus to attract new knowledge-based industries, have made the Cayman Islands a powerhouse for entrepreneurialism and business. This is already under way thanks to Cayman Enterprise City, who serve the needs of their community by diversifying their economy, creating a platform for innovation, and meaningful opportunities for Caymanians and future generations to come.

“Our mission,” says chief executive officer Charlie Kirkconnell, “In all areas of operations is to achieve the highest levels of customer satisfaction through the use of innovative

technology, creating enriching growth-orientated spaces, and cultivating a dynamic community of innovators and entrepreneurs.”

As the CEO, Charlie is responsible for leading the development and execution of the company’s short and long-term goals. This entails being ultimately responsible for all day-to-day management decisions and for implementing the company’s strategic plans, of which for the Caymans there plenty.

The Cayman Islands

The three Cayman Islands, Grand Cayman, Cayman Brac and Little Cayman, are in the western Caribbean about 272 miles south of Cuba, 450 miles south of Miami, Florida, and 272 miles northwest of Jamaica. George Town, the capital, is on the western shore of Grand Cayman. Grand Cayman, the largest of the three islands, has an area of about 76 square miles and is approximately 22 miles long with an average width of four miles. Its most striking feature is the shallow, reef-protected lagoon, the North Sound, which has an area of about 35 square miles. The island is low-lying, with the highest point about 60 feet above sea level.

Doing business in the Cayman Islands offers

a range of benefits that have made it an attractive destination for international companies and investors. One major advantage is the favourable tax environment: there are no corporate income taxes, capital gains taxes, or direct taxes on individuals. This creates a tax-efficient platform for businesses to maximize their profits and allocate resources effectively.

Additionally, the Cayman Islands provide a stable and well-regulated financial infrastructure, with a sophisticated legal framework that promotes business transparency and investor protection. This has led to the establishment of a robust financial services sector, including banking, investment funds, and insurance.

The jurisdiction’s political stability and strong legal system further enhance the business environment. English common law, applied consistently, offers a familiar legal structure for international enterprises. Moreover, the absence of exchange controls allows for free movement of funds, facilitating international transactions and investments.

The Cayman Islands’ reputation as a hub for global finance and its well-developed professional services sector, including accounting, legal, and financial advisory services, provide ample support for businesses looking to

“Our mission in all areas of operations is to achieve the highest levels of customer satisfaction through the use of innovative technology, creating enriching growthorientated spaces, and cultivating a dynamic community of innovators and entrepreneurs.”

establish a presence or expand their operations.

Geographically, the Cayman Islands’ strategic location in the Caribbean offers proximity to North and South America, making it an ideal gateway for international trade and commerce. The stunning natural environment and quality of life also make it an attractive location for both business and leisure.

The Cayman Islands offer tax advantages, regulatory stability, a strong legal system, professional services, and geographic accessibility, making it a compelling destination for businesses seeking a favourable and supportive environment for their operations.

A Genuine Physical Presence

A key perk is how Cayman Enterprise City helps businesses establish a genuine physical presence on the island. This business hub has proved to be the ideal location to grow a business globally and protect IPs from within a tax-neutral, appropriately regulated jurisdiction in the Caribbean. Charlie explains that to begin, a business needs to determine the structure of their legal entity.

“Cayman Islands companies can be local companies, exempted companies, or special economic zone companies known as ‘SEZCos’,” he says, “Our clients choose to open special economic zone companies so that they can get set up and start running quickly, cost-effectively, and become part of a vibrant business community as soon as they step foot in the Cayman Islands.”

300 Businesses Can’t Be Wrong

So far three hundred companies have set up a Cayman Islands Business in the award-winning free zone that Cayman Enterprise City have established. And there are several reasons for this that attract shrewd businesses seeking to expand into a more global-thinking business sector. Modern companies thrive in places where modern thinking is rewarded, and most countries have a mentality to business tax that has remained unchanged for decades if not centuries.

The Cayman Islands, offer jurisdiction that meets the highest anti-money laundering and international cooperation standards and has full tax neutrality while being a safe, Englishspeaking British Overseas Territory that operates under a robust legal system based on English common law. It offers a pro-business regulatory environment and is one of the world’s leading international financial centres. It is the number one hedge fund jurisdiction worldwide and is a centre for first-class service providers and international law firms.

Beyond the business benefits, it also has a sophisticated, cosmopolitan appeal that offers an upscale lifestyle with access to anywhere in the world with one connecting flight and particularly easy access to Latin American and global markets.

Quick Cayman Island Facts

it is easy to travel between Grand Cayman and the rest of the world. International flights run

daily from the Owen Roberts International Airport (GCM) with direct flights available to Los Angeles, New York, Miami, Denver, Tampa, Atlanta, Toronto, London, Nassau, Havana, La Cieba, Panama, as well as Montego Bay & Kingston, Jamaica.

The temperature seldom goes lower than 70°F in the winter and higher than 86°F in the summer. The average annual humidity in 2022 was 73.3 percent. Rainfall varies over the Islands but last year (2022) forty-one inches was recorded.

Buying A Home

Owning real estate in the Cayman Islands is easy and straightforward and unlike other islands in the Caribbean, foreign ownership is welcomed. And the presence of a robust real estate brokers association ensures that the transferring of property, whether through purchase or sale, follows globally recognized industry standards.

People

While the population census for 2023 is incomplete, the current estimates is just over 69000 people which 49% include nonCaymanians admitted under the work permit system that controls the inflow of foreign skills and labour. Most work permit holders come from Jamaica, the Philippines, the United Kingdom, Canada, South Africa, and the United States.

“Cayman Islands companies can be local companies, exempted companies, or special economic zone companies known as ‘SEZCos’...”

An Inexhaustive Success

Donnie Rust

Grupo Industrial UMO.

Headquartered in Medellin, Grupo Industrial UMO is a smooth concert of manpower and machine that has steadily ridden the wave of change in the manufacturing sector. With in-ward focussing machining and computer advancements, the key is the combination of the latest equipment, the best experience and embracing challenge and change.

When Grupo Industrial UMO was founded in 1968, the company quickly positioned itself as the leader in the Andean region in the production of exhaust systems for Colombian and Ecuadorian automotive spare part manufacturers. Those early years saw them signing contracts to manufacturer motorcycle mufflers for HONDA and supply exhaust systems to the likes of Chrysler and SOFASA. Many of the quintessential Italian vehicles of this period had rear ends shaped on Grupo Industrial UMO’s floor.

SUCCESSIVE GROWTH

What followed was a rush of developmental milestones. The company was one of the first to develop oval mufflers for the Italian market in 1975 and they became the official supplier of exhaust systems for GM Colmotores in 1980, the same year that the use of hot/dip aluminium coated steel was incorporated into

their manufacturing processes. In 1996, they saw the first robot automating the welding process. ‘97 saw them obtaining their ISO 9002 QS9000 certification and beginning the manufacturing of stainless-steel exhaust systems, using catalytic converters. 1998 welcomed the introduction of a portable 2D arm for metrology and the turn of the millennium introduced a strategic alliance with UMO- Arvin Meritor.

The first decade of the 21st century was a swath of awards and recognitions from major vehicle manufacturers and industry overseers. A list of strategic partnerships and cooperation agreements with notable design and manufacturing titans. A range of certifications were well earned and rewarded, and significant investment went into the acquisition of new CNC machines and welding robots. This occurred around the same time that FORMAPRESS was formed.

By 2009, the company’s international footprint was further fortified with a signing of a technical alliance agreement with DONGWON, a Korean multinational exhaust manufacturer. That year they also acquired SEKI, a company in the polyurethane sector producing saddles, linings, and foams; their inhouse laboratory was certified by DIMAT of Renault International and they were

acknowledged as being the only General Motors QSB green certified supplier in the Andean region.

By 2017, they had significantly outgrown their original position as a manufacturer and supplier of exhaust pipes and become an important player in the automotive industry, gaining accolades and recognition year after year that include the words, “Best of…”

State Of The Industry

The Italian automotive manufacturing sector faces several challenges in the current landscape. Firstly, there’s a pressing need for innovation and adaptation to the rapidly changing industry trends, including the shift towards electric and autonomous vehicles. This demands substantial investments in research, development, and retooling of manufacturing processes to stay competitive on a global scale.

Another challenge is the increasing regulatory pressure related to emissions and environmental standards. Stricter regulations require significant modifications in production techniques and vehicle design, adding complexity and cost to manufacturing processes. Meanwhile, global supply chain disruptions, highlighted by events like the COVID-19 pandemic, have exposed vulnerabilities in the sector’s reliance on just-

“Employee well-being is a cornerstone of Grupo Industrial UMO’s approach”

in-time production and single-source suppliers. Diversification of suppliers and enhancing supply chain resilience have become critical imperatives.

Labor-related issues also persist, including the demand for skilled workers proficient in emerging technologies. The sector needs to bridge the skills gap by upskilling the workforce and attracting younger generations to pursue careers in automotive manufacturing.

Additionally, the industry’s transformation necessitates substantial capital investments, potentially straining the financial resources of smaller manufacturers. Balancing these investments with maintaining profitability presents a significant challenge.

While the challenges facing the sector stem from technological shifts, regulatory demands, supply chain vulnerabilities, labour issues, and financial constraints it is for businesses like Grupo Industrial UMO to address them. Using strategic vision, collaboration, and proactive adaptation, leaders such as them can secure a thriving future in the evolving automotive landscape not just for themselves but for their partners and clients.

The Life Force

None of the above is possible of course without the human element which brings the all-important experience and wisdom to the floor, components that are essential to any manufacturing success.

Grupo Industrial UMO prioritizes the comprehensive training and well-being of their manufacturing staff, fostering a culture of excellence and sustainable growth. From the outset, the company recognizes that a well-trained and motivated workforce is central to achieving operational efficiency and product quality.

The training program at Grupo Industrial UMO is meticulously designed to equip manufacturing staff with the necessary technical skills, safety protocols, and industry best practices. Regular

workshops, hands-on training sessions, and access to cutting-edge technology empower employees to adapt to evolving manufacturing trends. This not only enhances productivity but also cultivates a sense of ownership and pride in their work.

Employee well-being is a cornerstone of Grupo Industrial UMO’s approach. The company offers competitive compensation packages, including benefits like healthcare and retirement plans. They prioritize a safe and inclusive work environment, ensuring compliance with occupational health and safety regulations. Regular health check-ups and mental health support programs underline their commitment to staff welfare along with open lines of communication, feedback mechanisms, and a culture of continuous improvement.

By investing in comprehensive training and prioritizing employee well-being, Grupo Industrial UMO stands as a model for nurturing a skilled and motivated manufacturing workforce, contributing to their own success as well as the overall growth of the company.

Environment And Community

In 2016, UMO Industrial Group invested in a new, eco-friendly painting plant able to generate zero residual chemicals. Costs of operations at this facility are 30 to 40 percent higher than traditional solutions, but UMO has made financing it a priority to avoid any negative impact on the environment. Residuals from welding processes are managed by a specialized local company.

To this date, UMO Industrial Group gives back to the community through organizations supporting education and proper nutrition for children in Medellin’s most vulnerable communities.

When You Need Constant Vigilance

Donnie Rust

Constant Technologies

If Batman was real, Constant Technologies would undoubtedly be the company that he and Alfred would call on to design and install the Batcave’s real time monitoring and AV computer integration. The founder of the Justice League would never settle for a secondrate command centre, and he’d probably have Constant Technologies’ number on the Batphone speed dial.

The Hero We Knew We Needed

With over thirty years of experience, Constant Technologies provides customised audio-visual integration for 24/7 video walls as well as the manufacturing of operation centre furniture. Working with sensitive environments in the public and private sectors (read: Justice League level superhero hijinks and tech), Constant Technologies designs, installs and services projects of all scopes and sizes around the world. Their niche, as it were, is in the way they create solutions with the highest levels of security, aesthetics, and functionality in mind.

Some of the installations they have under their belt include Network Operations Centres (NOC), EOC builds, Security Operations Centres, Social Media Command Centres, and other command and control environments. Headquartered in New England in the

northeastern United States and founded in 1982 by George Mora, Constant Technologies employs approximately 85 professionals and has a turnover in the region of $50million a year and works with clients ranging from American Express to Yokoto Air Force Base.

A Global Organisation

As global communication has become more instant, Constant Technologies have assisted clients in the development of tailormade operation models for their various command centre needs. Asia, Europe, North and South America; with installations worldwide, they combine control solutions with simplified coordination and single source accountability as a matter of course, ensuring consistency throughout a client’s global operations.

Constant’s Recent Public Safety Projects

Not only specialising in command centres, but also a leading provider of on-the-ground public safety, they create a range of products from body cameras and traffic feeds to license plate readers and drone video streams. The challenge for public safety is not just getting data – it’s how to take all the data,

interpret it, and make it actionable. Critical incident intelligence centres are emerging as a valuable solution, playing a vital role in public safety.

Applications include real time crime centre design for security, logistics and emergency operation centres, social media command centre design solutions, conference and situation rooms and fusion centres, any location where on-the-spot ideas and on-the-ground activities need to collide cohesively in real time.

Creating Your Own Command Centre.

4 Steps To Follow

When creating your own Batca- sorry, command centre, one must take into consideration the requirements, resources, and intentions. The unique nature of creating a mission critical command centre means that taking the first step is not necessarily a simple task. It must have a design that works exactly how you need it to, combining function and flexibility with up-to-date design aesthetics. It is an engineering project not unlike designing a mechanical engine.

Some industries have a greater need for a command centre, such as when real time activities need to be monitored and responded to on a 24/7 basis, such as emergency

services, military and federal, public safety agencies, logistics or corporations with fastreactive financial responses. If there is data to be monitored, a command-and-control centre is the best place to do it. Credit card companies need to be able to detect fraud for the customers quickly. Tech providers must maintain consistent network uptime. Public safety professionals need to promptly respond to any critical incident in the community. Whatever the application, a command centre is the best place to monitor and respond to alerts.

Step One: Plan. Consider. Replan

A meticulous plan needs to be laid out before construction begins that includes not only the lay out but the requirements. How will it be manned, will it be active 24/7, what security will be needed and what sort of visual and auditory requirements are required? These sorts of questions need to be researched and answered carefully.

Step Two: Technology, Application

Command centres often incorporate legacy systems with cutting-edge technology. Video walls need to be integrated with computer stations and workspaces along with other communication infrastructure. The room design needs to incorporate the technology integration including hardware, software, electrical, space/storage and, importantly, cable management (because Batman would never trip over cables). An expert AV integrator will consider all the elements and work with architects, electricians, and other vendors to ensure that the centre has what it needs to run smoothly around the clock.

Step Three: Processes And Proceedures

An integral part of creating your command centre is coming up with the right processes

Constant Technologies have assisted clients in the development of tailor-made operation models for their various command centre needs.

and procedures for the daily operations as well as incidents that may occur. Have an incident response plan ready Your team should create a detailed action plan for the various types of incidents that may come up. While each critical incident is unique and can’t fully be predicted, it helps to have a tried and tested guideline to follow to ensure response moves as smoothly as possible. A basic plan can also be adapted to various scenarios your command centre may run into. Also outline which teams will need to be notified or involved in the case of each potential incident.

Step Four. Maintenance And Evolution

Once construction has been completed and all relevant parties have been trained, your command centre is ready for use. A command centre is not a “set it and forget it” solution

however and requires consistent maintenance and review to ensure it’s running as smoothly as possible. Your response models, roles, and number of staff should be reviewed regularly to see if improvements can be made. In mission critical, it’s vital to have an optimized command centre, so these installations often change organically as the years go on. It’s also important to ensure ongoing maintenance of your command centre. Although it is optimally designed for consistent use, it’s best to prepare for the unforeseen since running 24/7 may pose some challenges.

At Constant, they understand that customized service level agreements need to be set up to meet your needs and budget. Each agreement defines the elements of service covered such as turnaround time and which devices are covered. And this includes maintenance and upkeep- which Batman would find appreciate. Just saying.

While each critical incident is unique and can’t fully be predicted, it helps to have a tried and tested guideline to follow to ensure response moves as smoothly as possible.

Canadian Honey. What Could Bee Better?

Donnie Rust

BeeMaid

An irrefutable staple of Canadian households, Bee Maid Honey offers sweet and pure high quality Canadian honey products for local stores and households first. Bee Maid Honey is made for Canada and shared beyond. Founded in 1954, the company is an institution within the bee keeping and honey producing sector, shaping an entire cultural devotion to the product and its various health benefits since the middle of the last century.

Comprising of over three hundred western Canadian beekeepers, responsible for the caretaking of the bees and the harvesting of honey, Bee Maid Honey have a legacy of quality to uphold and as such are committed

to supplying the finest product in every bottle packaged. Destined to be enjoyed in households across the country and the world, the commitment to quality has been intrinsic since the cooperatives, which would later become Bee Maid, were formed in the 1930s.

Printed on every bottle is the label “Proudly owned by Canadian Beekeepers”, a declaration, not only of quality, but of a legacy and wellearned pride.

The Value Of Homegrown

Being able to accurately trace the origin of our food is difficult in today’s world and best we don’t mention the perilous journey of discovery that investigating what’s actually in our food

can offer. It does not take a long time online to realise that “homegrown” is a quantitative value that is not often seen today.

So, with this in mind a real selling point for Bee Maid Honey customers is that they can rest assured that all their honey is produced and packaged in Canada. Additionally, the beekeepers, who are also the producers and cooperative company owners, can be found in the honey-producing region of Canada from Alberta to Manitoba.

Almost Seven Decades Of Sweetness

Not many food companies in Canada have a story like Bee Maid’s. It all began in the 1950s when a few innovative beekeepers had

a dream to form an organization that would allow them to sell their high-quality Canadian honey throughout the world. Bee Maid Honey Limited was born in 1954 when Manitoba and Saskatchewan Honey Co-operatives agreed to work together to distribute their product. Alberta joined officially in 1962, and the cooperatives embarked on a journey to build Bee Maid Honey Limited and the BeeMaid brand.

Borderless Honey

Today, the honey is packaged in two facilities, one in Spruce Grove, Alberta, and the other in Winnipeg, Manitoba. Through these two locations, the business strives to keep the crown of the honey experts in Canada, pushing themselves to be on the forefront on taste, quality, safety and traceability.

Vision

Of course, as with all businesses Bee Maid looks to balance the generation of revenue and higher-than-market returns with supplying invaluable service to their members. They have found that achieving this is down to being the experts that deliver the most relevant solutions to their customers while creating an environment the empowers their employees

to be effective in the organization. This includes creating long-term value for their key stakeholders who are their beekeepers, the customers and their staff.

Values And Approach

Behaviour and attitude are governed by a list of values and goals that help guide the business from the ground up and keep everyone on the same page. Cooperation, integrity, respect, accountability, quality and safety are the watch words that guide them. Over the years these values have been shaped and allowed to naturally grow and develop as a byproduct of integral hard work and patience. Just like honey.

The secret to good honey, begins with the bees

Bee Maid beekeepers are enthusiastic about what they do and enormously proud of the 100% Canadian honey they produce. Their dedication, commitment to quality and punctiliousness are especially high because they own the company that distributes their product. Being proudly Canadian alludes to a higher moral and professional calibre so when a Canadian company say that they are proud that they source all their honey from owner

Cooperation, integrity, respect, accountability, quality and safety are the watch words that guide them

producers and that the quality is passed onto the customer and is 100% traceable from hive to home. You know they mean it.

Hive To Home

Once the honey makes its way to their packing facilities, Bee Maid run it through a gauntlet of laboratory tests to ensure safety, purity and quality. The containers are evaluated again before and after filling. After packing honey for more than seventy years they are suitably pleased with their standing with the Canadian Food Inspection Agency (CFIA) who regularly check their facilities.

They are also certified by SQF ad HACCP and True Source.

Bee Maid Honey Limited has HACCP (Hazard Analysis Critical Control Point) based food safety programs certified by SQF (Safe Quality Food) and CFIA (Canadian Food Inspection Agency). These certification requirements supply a rigorous system to manage food safety risks and supply safe products for use by companies in the food industry. Bee Maid Honey Limited is also compliant with the Food Safety Modernization Act (FSMA) requirements that are issued by the US FDA (United States Food and Drug Administration)

True Source® is a honey industry certification programme that conducts regular audits through an independent third-party provider to confirm that the honey being assessed has been ethically sourced in a transparent and traceable manner.

The True Source® Certification program was born to address a problem of mislabelled and illegally sourced Chinese honey that had made its way to retailers across the United States. Bee Maid Honey is the first Canadian packer to obtain True Source Certified® status.

Protecting The Hive

Bee Maid Honey employees and producers believe in working together, just like the bees that produce their honey. Supporting their communities where our employees and beekeepers live and work is important to them and each year, they supply two post-secondary scholarships and award a research grant in bee health or honey quality.

They’re also involved with many community and fundraising events such as the Honey, Garlic and Maple Syrup Festival, Navy League of Canada, Direct Farm Marketing Conference, Alzheimer’s Society Gala, La maison des artistes visuels, Guardian Angel Benefit for Women’s Cancer, Habitat for Humanity, Ducks Unlimited and more.

Good honey is a product worth being proud of and when combined with an ethical company that stands for quality, it gives a real buzz of satisfaction to all involved.

Macdonald Hotels

A look at the UK’s

leading privately

owned hotel and resort business

Donnie Rust

The journey that Macdonald Hotels took to become one of the UK’s leading privately owned hospitality businesses, began in 1990 when Donald Macdonald, who was the managing director of Stakis Hotel at the time, created the brand by purchasing a pair of Scottish hotels. Since then, the company has continued to grow through various acquisitions and developments. Including the purchase of properties formerly owned by De Vere Hotels and The Rank Organisation and the take-over management of Spanish resorts under the popular time-share umbrella contract with Barratt Resorts.

THE SECRET TO SUCCESS

While the United Kingdom has seen notable hotel chains crumble over the first decades of the 21st century, The Macdonald Hotels Group remains one of the UK’s leading privately owned hospitality businesses with over thirty hotels and resorts in the UK and Spain. Headquartered in Bathgate, West Lothian Scotland the company has spread good ol’ Scottish hospitality across borders and the sea. How do they do it?

As they say on their website, “The focus of our business is people,” and this begins with the way they treat their staff and invest in their potential through training and personal development. The business relies on the services of around 3,000 workers spanning food and beverage operations, these include housekeeping and guest service operations, kitchen operations and recreational operations. Not to mention commercial and finance staff, hotel operations which include general managers, administration, IT and HR. An important aspect of running a successful hospitality business is directing the focus of management. Those at the top do not need to be

as concerned with guests as they should be with staff. Happy staff mean happy guests.

INNOVATIVE DEVELOPMENT

Keeping ahead of market developments, The Macdonalds Hotel Group have pioneered a number of technological developments that helped them stay ahead of their competition. For example, while it is by far the norm today, in 2005 they were one of the forerunners for the online booking of hotels, and that year boasted a 600% web revenue increase, attributed not only to pioneering updates to their website but also a new online marketing strategy.

Local Appeal

Comprising of a selection of hotels and self-catering resorts across the UK and Spain, each of the properties enjoys its own unique style, charm and character. Instead of the templated-one-sock-fitsall approach of many hotel chains, the Macdonald brand accentuates the style and aesthetic of its locality. Furthermore, each of the hotels from Scotland to the South of England are managed by real hoteliers with experience and passion for the trade, allowing the group to rely heavily on their professional expertise and calibre.

Abolishing Modern Slavery And The Gender Pay Gap

With the support of their dedicated workforce,

Macdonald Hotel & Resorts has become one of the UK’s best-loved hotel companies. They value the diversity of their workforce and believe that the best results are achieved from committed people from a variety of diverse backgrounds, ethnicities, and genders.

As reported in the 2022/23 details of the gender pay gap for Macdonald Hotels Limited and Macdonald Resorts Limited, both of which employ more than 250 people, any gender pay gap does not stem from paying men and women differently for the same or equivalent work. Instead, it is the result of the roles in which men and women work within the company and the salaries that these roles attract in the labour market.

And, as part of their zero-tolerance approach to slavery and human trafficking, Macdonald Hotels will only work with those who provide assurances on their working practices and commitment to combating slavery and human trafficking in their own businesses and supply chains.

Hotel Vs Self Catering

Besides the hotels, there are nine holiday resorts in the most wonderful locations in the UK and Spain, with each of the UK resorts located within a national park offering stunning scenery and opportunities for adventure. In Spain they are in the heart of the Costa del Sol with three resorts

Foremost Products

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“We’re a group of 45 hotels across the UK, each with its own unique style.”

on the Mediterranean coast near Marbella and one just north of the coast in the beautiful village of Mijas. But the question must be asked, which is better, self-catering resort or a hotel stay?

When travellers embark on a journey to explore new destinations or indulge in a relaxing getaway, accommodation plays a pivotal role in shaping their overall experience. Two distinct options that travellers often consider are selfcatering resorts and old-fashioned hotels. Each offers a unique set of features, catering to diverse preferences and travel styles.

Flexibility And Privacy

One of the prominent distinctions between self-catering resorts and old-fashioned hotels lies in the level of autonomy they offer. Selfcatering resorts, as the name suggests, provide travellers with self-contained units equipped with kitchen facilities. This grants visitors the freedom to prepare their meals according to their dietary preferences and schedules. On the other hand, old-fashioned hotels, like those within the Macdonald Hotels chain, typically offer dining options through on-site restaurants or room service, limiting guests’ culinary choices.

When it comes to privacy, self-catering resorts often provide more spacious accommodations than traditional hotel rooms. These resorts frequently feature apartments, cottages, or villas, offering separate living areas and bedrooms. This arrangement is particularly appealing to families or groups seeking communal spaces and enhanced privacy. In contrast, hotels provide smaller, more standardized rooms with limited private living space.

Social Interaction And Amenities

Old-fashioned hotels are known for their

comprehensive services and amenities, such as concierge services, fitness centres, and spas. These establishments encourage social interaction by hosting events, creating a lively atmosphere for mingling with fellow travellers. Macdonald Hotels, for instance, often prioritize such offerings to enrich the guest experience. Conversely, self-catering resorts may offer fewer shared amenities, placing more emphasis on personal leisure and relaxation within individual accommodations.

Culiinary Exploration

While hotels can and do often boast fine dining establishments highlighting local and international cuisines, self-catering resorts provide an opportunity for travellers to explore local markets and create their culinary experiences. Guests can shop for fresh ingredients, learn about regional cooking techniques, and immerse themselves in the destination’s food culture.

Budget

Self-catering resorts can be budget-friendly, especially for longer stays or for those traveling in groups. The ability to cook inhouse reduces dining expenses and allows for a more economical approach to meals. On the other hand, old-fashioned hotels might entail higher food costs due to dining at on-site establishments.

The Macdonald Standard

With a legacy extending to nearly thirty years, guests can be confident that their stay at any of the Macdonald hotels or resorts will be filled with a Scottish standard of guest-attention that has made the country famous worldwide.

“These establishments encourage social interaction by hosting events, creating a lively atmosphere for mingling with fellow travellers”

Global Integrated Solutions

Donnie Rust

EnerMech

EnerMech is a global engineering services company that provides integrated solutions for the energy and infrastructure sectors. Specialising in offering services such as cranes and lifting, hydraulics, equipment rental, training, and asset management. Their expertise ensures safe and efficient operations across various industries worldwide.

A standout business that offers clients a simple yet powerful approach consisting of nine key services, EnerMech was founded in 2008 and has made a significant impact for a company so young. Part of this is their holistic delivery approach, which ensures that their customers benefit from fewer contract personnel on site, improved safety, and reduced complexity.

With experts around the globe, they have the right capabilities and vision to serve the ever-changing needs of their industry with an extensive portfolio. As the company’s CEO Chris Brown points out, EnerMech does not generalize, it specializes, “We’ve successfully grown over the last fifteen years through a mixture of acquisitions and organic strategies,” he says, “Considering that we began as a small business from Aberdeen, we now have a presence in twenty-three countries and a

workforce of over four thousand people.”

Employee focussed perfect days.

Running a safe, profitable, and socially responsible business that drives innovation, enhances well-being, and contributes positively to the environments in which they operate is non-negotiable for EnerMech and this includes the safeguarding of their staff. This sustainable approach underpins and supports all core operations and means that they will protect the customer’s long-term interests, act responsibly and manage risks effectively to minimize the impact on the environment.

To this end, the company sets their goals on “Perfect Days.” A Perfect Day is one in which all employees return home safely and the environment remains unharmed. The goal, therefore, is to have a Perfect Day every day. This is supported by ENERGISE, their safety hallmark, which provides the training, tools, and support to give every member of the Enermech family a sturdy foundation in and understanding of their safety values.

This unfaltering commitment to QHSE drives their culture of honesty and transparency and results in a happier workplace where their colleagues feel safe, valued, and stimulated.

“Our people are at the centre of

everything we do,” says Chris, “We have a talented team working at EnerMech and we promote diversity and internal career development to ensure we build a workforce capable of meeting any challenge and as varied as the customers and regions we serve. This inclusive environment is an essential part of our culture and creates multi layers of stability which strengthens our foundations.”

As he says, by putting people first Enermech leads innovation and improving standards across a range of disciplines empowers their people to find integrated solutions to complex challenges, delivering sustainable support to better serve the customer’s needs. A business’ reputation for finding solutions to complex challenges and actioning them quickly is entirely dependent on the quality and sharpness of its team.

Bespoke. Tailored Solutions.

The company’s values are at the heart of everything they do, guiding decision-making, behaviours, and team management culture. Basic adherence to the simplest core approach is crucial, with regards to working safely, with integrity and respect for others. Focussing on quality and being a solution orientated

organisation is how they stay at the bleeding edge of their industry.

Since launching into the market, a decade and a half ago, they have forged a reputation for rapid growth and innovative thinking. Through judicious acquisitions, their customers benefit from more than 40 years of rich heritage in the industry. It is this combination of the energy of youth and the wisdom of experience that has helped them emerge as one of the major players in the global energy and infrastructure markets.

Going To The Congo.

Recently, EnerMech won a five-year multi-million contract by TotalEnergies EP Congo for crane and lifting maintenance at a new facility at PointeNoire, the second largest city in the Congo.

The work scope will include specific maintenance of crane and lifting equipment, and onshore and offshore parts supply for three offshore sectors which include Likouf and Nkossa. The agreement also includes riser pulling systems, mooring, and tensioning systems.

EnerMech has established a new entity, EnerMech Congo, to conduct the work and has sub-contracted a local Congolese company, Congo Services, to assist in the delivery.

The company is recruiting local Congolese personnel in onshore contract support roles with experienced local maintenance crew personnel provided by the sub-contractor. The new facility at Pointe-Noire will benefit the area through the establishment of an additional lasting technical provision and local employment opportunities.

EnerMech has previously worked with

TotalEnergies SE on projects across the African continent and has also worked in Congo, on contract to Technip on the Moho Nord project.

“We have a well-established relationship with TotalEnergies which goes back many years,” says Steve Swanson, Vice President, Africa for EnerMech, “We are pleased that they continue to see the value of the trusted and experienced service that we provide and chose EnerMech to collaborate with them on this new project in Congo.”

To this, the Regional Director for Africa, Middle East & Caspian, Paul Cockerill adds, “EnerMech has been successful in securing new and retaining existing cranes, and lifting operations and maintenance contracts, as well as extending existing frame agreements, in a number of locations in Europe, Africa, Middle East, Caspian and Asia.”

He goes on to explain that this is due to a number of factors including delivery of well thought out execution plans, with a highly detailed focus on solution delivery and, more importantly their safety culture. Additionally, their highly qualified project management who bring their own expertise and many years of industry experience.

“We are committed to not only adhering to, but exceeding local content requirements through engagement of our global network of subject matter experts with minimal ex-pat project resourcing and we have a successful, proactive regional employee training and development plan,” Paul says, “Where possible, as is the case here with Congo Services, we engage in-country subcontractors and utilize local supply chains.”

“We are committed to not only adhering to, but exceeding local content requirements through engagement of our global network of subject matter experts with minimal ex-pat project resourcing and we have a successful, proactive regional employee training and development plan,”

A Breath Of Fresh Air

Donnie Rust

Envair Technology

When it comes to clearing the air about the pharmaceutical sector, Envair Technology is ahead of the game. Offering the widest portfolio of clean air and containment solutions facilitating drug development and manufacturing.

Be it hospital pharmacies making up personalised oncology treatments or development laboratories pioneering new gene therapies; Envair’s range of isolators, safety cabinets and fume cupboards deliver the clean air environment needed to produce precision results.

A History Of Innovation

Founded in 2018 after the acquisition of Envair and the then TCS by ONFAB, three previously stand-alone brands with reputations for excellence in their respective fields. The acquisition and merger combined the strengths of the group and further enhanced their ability to meet client needs. It was a shrewd move, with double digit sales growth in 2022 and a list of clients including AstraZeneca, Pfizer, the NHS and Oxford University.

Onsite.

With a staff contingent of over 120 people, drawn largely from the Northwest of England a pool of appropriate pharmaceutical skills, the company has the manpower and expertise to focus on quality and innovation. Certified to ISO 9001 standards, they’ve won several awards including being one of the Design Council’s Millenium Products.

Airways.

Envair’s company values, known as their Airways, guide the whole group towards their vision of becoming the leading global clean air and containment company. One of the best ways they’ve found to measure this success is through the level of pride felt by colleagues at the work they’ve achieved.

Why Do Businesses Choose Envair Technology.

A lot of good reasons exist as to why a business would come to Envair, the main one being the need for reliable results. Often, a young business or a burgeoning enterprise will reach out at their research and due diligence phase in the hope of gathering valuable, accurate intel and research. This is where the relationship between the client and the expertise of Envair begins.

The range of clean air and containment technologies are designed to improve efficiencies in the manufacturing process and to protect both people and the product. At the same time, the fully turnkey solutions allow for new build or refurbishment projects to create the needed capacity while the in-house manufacturing

facilities keep control of quality standards, turnaround times and cost. This includes rapid response to urgent repairs of equipment.

While the above is impressive, the key standout ingredient that makes Envair Technologies the envy of the air-quality-control industry, is their deep understanding of containment processes and experience in implementing bespoke solutions to complex challenges.

Envair Technology is headed up by CEO, Andrew Ellison who is leading the business through its next phase of rapid growth. A member of the Chartered Institute of Management Accountants (CIMA) and a holder of an MBA from the Manchester Business School, he brought over 20 years’ experience in global manufacturing firms including Airbus and Parker Hannifin.

In addition, he has spent the last 15 years within high growth private equity backed organisations, leading exits, MBOs and M&A activity. Andrew has keenly watched the rapid growth of Envair Technology over the last four years, taking a particular interest in corporate culture and people development.

“Since bringing together ONFAB, Envair and TCS to form Envair Technology, we’ve been focused on a single vision,” Andrew says, “To become the leading global clean air and

containment company and when we consider the strengths that each brand brings to our clients and colleagues, we realised that we approach business with the same core beliefs.”

Looking After Staff

The lengths a company goes to look after their staff is a direct reflection on how they will look after their clients. At Envair they believe that nurturing their team is as much about a culture of supporting and encouraging each other as much as investing in their development and wellbeing.

“We also believe in the saying that two brains are better than one,” Andrew attests, “And that we can only achieve our goals by working together, cooperating and sharing. Egos are left at the door, and we work as a team.”

Managing Risk

Modern risks with particularly potent pharmaceuticals shine a light on why the technologies provided by Envair are so crucial to the ongoing development of effective drugs and the protection of those collaborating with them.

In a recent article by Mark Arnold, published on European Pharmaceutical Manufacturer website, the writer explains some of these risks.

The article explains that the increasing use of

“We also believe in the saying that two brains are better than one,”

“high potent active pharmaceutical ingredients” (HPAPIs) in cancer treatment drugs is proving highly effective in saving lives, but they can pose a severe risk to process technicians and process engineers during production – and if mistakes are made the results could be fatal.

For example, Dolastatin 10 and Ansamitocin are both cytotoxic. One is harvested from a marine mollusc and the other from an African shrub. Used in microscopic doses, this quality enables a targeted approach to modern treatments that are transforming oncology. HPAPIs now accounts for 25% of all drugs produced and is projected to be worth $40 billion by 2027.

The potential danger, particularly for HPAPIs, lies in their efficacy as they are intended to be toxic to cells, and can be present in quasigaseous forms as well as dense compounds. With a typical occupational exposure limit under 10 micrograms per cubic metre, this requires tight manufacturing controls – as the consequences of even a small mistake can lead to a range of lifethreatening side effects and even death.

Mistakes could leave manufacturers financially exposed and liable to huge penalties, such as was illustrated by the record $500 million a global leading drug manufacturer had to pay in 2013 when safety violations were found to have occurred while manufacturing generic drugs at its plant.

The risk of cross-contamination and the cost of intensive, specialised cleaning, when balanced against the competitive nature of the market means that business will want to minimise the cost of production while keeping the safety regulations. In these circumstances, personal protective equipment PPE, simply doesn’t cut it.

This is why many manufacturers are turning their attention to equipment and technology that offers on-point air cleaning and filtration, such as the specialist protective films made of polyurethane, polyethylene and PVC, to prevent any harmful ingredients reaching the operators.

Flexible Solutions

Flexible solutions applied with innovative implementation that is based on purposeful application, seems to be the direction that the industry is moving. Developments that offer safety and efficiency often also allow for cost savings and reinvestment.

In an industry where getting to market quickly can make a big difference to a company’s prospects, this is providing manufacturers with an alternative solution that helps them to be more competitive – without risking the health or safety of their workers, and effecting the quality of their products, in the process.

This is where Envair Technology is a genuine breath of fresh air.

Working the field

Donnie Rust

Swire Oilfield Services

Alot can be said for a business that aims to be the master of their industry. With operations in over thirty countries and employing more than 750 people, Swire Oilfield Services have invested hundreds of thousands of man hours over the last four decades defining, developing, and mastering their skills to achieve just that. Part of the global conglomerate, the Swire group, they are currently the world’s largest supplier of specialised offshore cargo carrying units to the global energy industry and is a leading supplier of modular systems, offshore aviation services and fluid management.

The Scope Of Activities

Established in 1979, Swire Oilfield Services provides the largest hire fleet worldwide while its in-house engineering capability allows the company to design and manufacture custom equipment to meet the customer’s specifications, such as tailored modular workspace systems and services to the marine and energy industries. With over fifty bases worldwide, they boast a presence in all major oil and gas regions with large operations in Europe,

Africa, the Americas, and Asia Pacific.

Offshore Cargo Carrying Units

Swire Oilfield Services has a fleet of more than 60,000 cargo carrying units, which is constantly expanding and evolving to meet the demands of the ever-demanding industry. Providing standard or customised units for sale and on a long or short-term hire basis, which include mini containers, mud skips, cargo baskets, closed and open top containers, IBC carriers and bottle racks.

Offshore Modular Systems

With over forty years of experience in modular systems, Swire Oilfield Services’ have carved out a reputation for providing unrivalled offshore workspace solutions, offering nothing short of the very best in standard and customised designs to provide clients with expertly tailored solutions.

Speaking With Clients

A key to this is developing open communication channels and working closely with clients to understand their needs and design solutions

that are tailored to their exact specification. One of the major benefits of this approach is the reduction in the need for on-site adjustment, and resultant increase in operator safety.

All modules are built to DNV 2.7-1 and DNV 2.7-2 and are rated to the latest FTC codes. The helifuel systems packages comply with CAP437. All materials used during construction conform to NFPA, USCG and SOLAS. Consequently, Swire modules are approved by ABS / DNV / Lloyds and meet NORSOK standards.

Swire modular systems are designed to optimise workspace and can be employed for a wide variety of uses. Laboratories and workshops, drilling and control modules, helifuel system packages and wireline transporter and water cleaning modules are just some of the options. Portable offices, kitchens and refrigeration and freezer modules are some of the others. All modules are customisable to meet the specific needs of the client.

Customisation

This can be structural, architectural, or electrical and are not limited to computer racks, worktops,

and workbenches, but can also include drawer units, storage, and HVAC systems. As standard, they incorporate safety monitoring systems, including fire and gas, pressurisation, and emergency shutdown systems, when required.

Offshore Aviation Services

A specialise in the offshore aviation sector, Swire works closely with many influential agencies including the Civil Aviation Authority, the Maritime Coastguard Agency, and the Helideck Certifying Authority. Almost single handedly enabling certified helicopter manoeuvres specifically within the offshore industry. In such a way, the company keeps these offshore lifeline services running smoothly.

Additionally, Swire provides offshore helicopter refuelling and is involved in many aspects of the fuel supply chain such as the design and manufacture of fuel pumping and dispensing equipment, the commissioning and certification, maintenance, and repair of fuel dispensing systems.

Several invaluable services are provided by Swire Oilfield Services to support onshore and offshore operations. Training in every aspect of onshore and offshore helicopter refuelling, certification, maintenance and repair of

customer-owned fuel transit tanks, repair and refurbishment of fuel systems, couplings and nozzles, full stockholding of relevant spares and consumables and complete management of each client’s own equipment. Also, the customised built fuel dispensing units to fit rigs and the design and manufacture of new fuel dispensing systems to meet CAP437 under CAA approval.

Chemical Handling

Swire Oilfield Services provides specialist solutions for the storage, transportation and delivery of high-value chemicals and essential oilfield fluids. Offering the highest quality tanks and equipment and providing secure, robust, and reliable methods of eliminating the risk of chemical spillage or ignition of flammable vapours.

Track And Trace Solutions

Swire offers both GPS and RFID-based solutions that allow customers to monitor the location and compliance status of both rented and customer owned assets. The company’s innovative OverVu® solution operates in Europe, Africa, Asia Pacific, and the Americas. Their innovative approach to combining technologies enables customers to improve operational efficiencies

“We believe in equal opportunities for all our employees and recognise that our businesses benefit from the diversity of our people.”

throughout the supply chain, helping to minimise costs, and improve visibility of high value and business critical assets. Whether this is through the efficient management of CCU inventories, or the rapid geospatial pinpointing of task critical downhole tools, our innovative solutions help solve many of the challenges of often complex and extended oil and gas supply chain.

With more than 6,000 rental assets monitored by either GPS or RFID, and more than one million individually serialised assets under management, Swire Oilfield Services has the proven track record of helping clients to improve asset visibility and operational efficiency.

Testing And Inspection Services

Fully committed to safety, Swire Oilfield Services ensures the safety of offshore personnel and equipment through the provision of the highest standard of equipment and services. As part of this commitment, the company offers comprehensive testing and inspection services, both on and offshore, so that clients are assured that operations meet international compliance regulations.

Sling Manufacture And Maintenance

Swire has extended its portfolio to specialise in the manufacture and maintenance of unit lifting equipment. The company’s comprehensive lifting services such as the supply of wire rope products, the maintenance and supply of lifting equipment and lifting accessories and on-site manufacturing facility.

The Real Magic

Aiming to be an employer of choice by providing an inclusive environment where all employees are treated with respect. The company is committed to promoting a supportive and inclusive environment where people are recruited based on attitude and promoted based on merit.

As is states on their website, “We believe in equal opportunities for all our employees and recognise that our businesses benefit from the diversity of our people.”

Generating what the customer needs

Victoria South

Tamini Trasformatori

Tamini says that it looks at the specific needs of its customers before designing bespoke technological solutions. That might sound like a descriptor of what every business in the world is doing but in reality, Tamini is engaged in critical infrastructure support that can mean the difference between continued operation and costly downtime.

“Tamini is a worldwide leader in the design and production of industrial transformers, power transformers and transformers for special application,” the enterprise states.

Founded in 1916, in Milan, Tamini has become a critical partner to almost every sector in the world, thanks to the need for technological equipment. Committing to providing technical assistance throughout a transformer’s life cycle is no mean feat and requires a diverse team of engineers and service specialists. This is no problem for an organisation that single-handedly assembles and activates upwards of 200 transformers every year.

Knowledge born out of a century of experience

As a company, Tamini boasts more than 100 years of expertise. tHis includes the construction, maintenance, repair and servicing of industrial and bespoke transformers. Because of this it is in a unique position to be able to offer clients access to a pool of personnel, located across six production plants.

Naturally, international support is offered as well, with newly constructed transformers being shipped across the globe.

Tamini’s core services are split into four interconnected divisions: installation and commission; after sales; repairs and upgrades; and emergency call-outs.

“Tamini is a worldwide leader in the design and production of industrial transformers, power transformers and transformers for special application,”

A comprehensive portfolio of client services

Installation is just one facet of the Tamini services schedule. An important one of course, but this is not a company that supplies and runs. Efficient installation of commissioned transformers allows for better maintenance further down the line. All installations are guaranteed, with deliveries handled with grace and consideration for continually changing customs requirements.

Where Tamini’s expertise really starts to demonstrate itself is within its after sales assistance package.

“The after-sales service includes all maintenance, diagnostic, investigation and monitoring activities on transformers, in order to guarantee the needed reliability and malfunctioning predictive remedy actions to avoid unplanned outages to the customer’s production cycles,” the company states.

“Tamini Service has dedicated means and resources to promptly react in case of troubles to support our customers. The capabilities of providing all the transformer spare parts, including the adaption materials for the installation of new available components, complete the after sales assistance service offered by Tamini. It guarantees its customers high-quality technical assistance and training in

each phase of the transformer’s life.”

Repairs and emergency responses are part and parcel of any responsive operation but choosing to help clients upgrade their existing applications, without altering their systems or structures is something a little different. The profitability of installing an entirely new system is undoubtedly better than improving installed equipment, but when it makes no fiscal sense for the customer, this is not something Tamini pushes. It also ties in with the company’s connections to renewable and environmentally beneficial energy.

Tamini supports green energy

For power-specific applications, Tamani works alongside conventional and renewable energy suppliers. Its products can be tailored to streamline electricity generation and transmission systems, even if they are moving towards greener options. It states that maintaining interconnection between different networks is no challenge and something that has become a speciality.

With a view to supporting the energy supply sector, Tamini offers transformers for electricity production, transmission and even distribution. For large scale energy clients, these elements can be combined into a turnkey solution that ensures

continued productivity and end user satisfaction.

Industrial applications behind the scenes

“Tamini has always produced industrial transformers of high quality and reliability, designed to satisfy the most diverse and complex technical requirements,” the company explains.

“A large share of its resources are devoted to the development of special transformers for any industrial application, such as furnace transformers, reactors, power transformers for industrial distribution and rectifier transformers.”

According to sales data, in the last decade, tamini has manufactured close to 1,000 transformers. Of these, more than 400 were industrial scale, with most being exported across the world, to more than 90 countries.

Priorities of a future-friendly company

Tamini identifies three operational priorities: satisfying clients; health and safety of its people and protecting the environment. The latter is obviously bolstered by efforts to serve the renewable energy sector, but also through efficient use of natural resources and minimising its impact on the atmosphere.

Critically, the company places the responsibility for upholding all three priorities firmly on the shoulders of its management team. There’s no sense of employees being asked to contribute meaningfully, as they will by proxy, thanks to who they work for and the consistent

training they receive.

For team members, seeking to please clients, keeping each other safe and being a steward of the environment is part and parcel of a working day at Tamini. The culture of consideration, which flows from the top down, has been instilled since the company’s inception.

Pressing ahead with impressive backing

In 2014, tamani joined the Terna Group. An Italian grid operator, it was the first independent operator of its kind in Europe and only the sixth worldwide. The group aims to become a major player in the energy sector, no doubt with a focus on renewable sources. Bringing Tamini onboard is a shrewd move, allowing for in-house support of all transformers.

For Tamini, the arrangement offers fiscal security and guaranteed contracts, as well as an opportunity to build an impressive portfolio of commercial energy work.

Consistent, reliable and renowned, Tamini has cemented its place in the industrial history books as a preferred partner for some of the world’s biggest interests. And all because it never stops generating what its customers need.

“Consistent, reliable and renowned, Tamini has cemented its place in the industrial history books”

A Family Company With A History Of Building

Donnie Rust

Fisher Contracting Company

Boasting footprints in Michigan and Kentucky, and with federal, state, municipal and private clients throughout the Midwest and Southeast regions of the Unite States, Fisher Contracting Company is a heavy/highway civil contractor, dedicated to quality construction, customer satisfaction and workplace safety. Since 1957, they have applied their experienced staff on a variety of civil infrastructure projects, including site development, landfills, underground utilities, road/bridge construction, environmental remediation, piling/deep foundations, hydroelectric facility work, and more.

Hands-On Management

As standard, they keep a large, modern fleet of construction equipment to make certain that they stay on the forefront of new-technologies and improvements. Their registered professional engineers and superintendents ensure each project receives hands-on management and is conducted safely while they strive to deliver quality, innovative, and prompt project solutions.

Bigger Focus

Fisher Contracting is a proud member of the Fisher Companies and as such they are answerable to the overall mandates of their umbrella. This revolves around a number one priority being the 100% customer satisfaction through safety, quality, and customer service. Clients benefit from the friendliness of this family-owned company, the ability and care delivered by the staff. Discovering, regularly, that there are advantages to working with a large corporation that has their market sussed.

The Fisher Family

The Fisher Companies consist of ten

organisations of which Fisher Contracting is only one. Altogether, their specialities and focus cover a comprehensive range of services that a modern-day civil contract would require. Having taken the aim of complete dominance of their sector, developing these businesses and their independent strengths has created ten stable pillars for the staff and clients. Included within the Fisher Companies are all the primary civil construction sectors one would expect: heavy haul transportation, asphalt, concrete, sand and gravel, aggregate, construction, port terminal, heavy equipment distribution and a golf club and wedding venue.

At heart, it is a family business. JW Fisher, who is 66 this year may be the president of the Fisher Contracting Company, but the ownership of the Fisher Companies is still spread among 40 family members with many of them having a lasting and permanent influence on the business. Along with the 400 staff members across the companies, the group has spent decades cementing their place in the industry. Shaping the landscape and laying down a legacy for future generations to benefit from and enjoy.

The company was incorporated in 1925, almost a hundred years ago as Fisher Sand and Gravel, started by JW Fisher’s grandparents R.J

and Zelda Fisher. Their children, Jim, Bill and Bud bought the business from their parents after the Second World War and in the early 1950s they began a journey that would see them sow the seeds for what would become the ten Fisher Companies.

In the early 1950’s, they started Central Concrete Products and Alma Concrete Products. In 1957, they split off Fisher Contracting. In the late 1970’s, they started Fisher Transportation, a trucking company. In the early 1980’s, they started Bay Aggregate, Central Asphalt, and Midland Engine. Recently, they added Port Fisher, at the old Dow refinery dock in Essexville to their portfolio and built Bucks Run Golf Club in 2000 on the site of the old quarry.

A Family Business Becomes Family

Working in a family business fosters a sense of belonging and inclusion among staff, often making them feel like valued members of the family. The close-knit nature of these businesses encourages personal relationships, open communication, and shared goals. Employees often see the dedication and passion that family members invest, creating a culture of commitment and camaraderie. This familial atmosphere translates into a more supportive and collaborative work environment,

where staff’s contributions are recognized, and their well-being is prioritized. As a result, employees often develop a deeper sense of loyalty and commitment, leading them to invest not only in their roles but also in the success and growth of the business “family.”

The Civil Industry Today

The current state of civil construction in the United States is a mix of challenges, opportunities, and potential risks. The industry has been significantly impacted by numerous factors, shaping its trajectory in diverse ways and revealing several areas of weakness that need to be remedied.

For a while now, the construction industry has grappled with a shortage of skilled labour, including carpenters, electricians, and welders. There is a lack of interest amongst younger generations to be employed on construction sites as they are drawn to other more “glamorous” industries that require less labour. What this means is that in the not-too-distant future the current experienced professionals will retire, leaving a void that will naturally be filled through salary investment to attract workers. Wages will go up. However, by this time the older and more experienced generation may not be available to

pass on their skills and experience.

“The COVID-19 pandemic exposed vulnerabilities in the construction supply chain, leading to delays and increased material costs,” says Mr. Fisher, “Issues like global shipping challenges and raw material shortages continue to disrupt project timelines and budgets. Not to mention complex and evolving regulations at federal, state, and local levels that can create hurdles for construction projects.”

These challenges have exposed potential risks, such as inflationary pressures that can drive up construction costs, changing project budgets. Fluctuations in material prices and labour rates which inevitably lead to unexpected financial strain and project delays and safety concerns.

However, wherever there are challenges and risks there are opportunities to be found and Fisher Contracting Company have a family reputation for uncovering these. One of the key factors is the focus on technology as the industry embraces technology like Building Information Modelling (BIM), drones, and project management software to enhance efficiency, reduce errors, and improve communication among stakeholders.

Additionally, the U.S. government’s renewed focus on infrastructure presents a significant opportunity for civil construction. Proposed funding for roads, bridges, public transportation, and broadband can stimulate growth and create job opportunities.

A key element Mr. Fisher reveals is the best approach for sustainable practices, “There is a growing demand for environmentally friendly construction practices. Sustainable building materials, energy-efficient designs, and LEED certification offer avenues for differentiation and meeting evolving client preferences.”

“There is a growing demand for environmentally friendly construction practices. Sustainable building materials, energyefficient designs, and LEED certification offer avenues for differentiation and meeting evolving client preferences.”

Going For Gold

Donnie Rust

Island Gold Mine Canada

Operated by Alamos Gold, a Canadianbased gold producer, formed in 2003 through the merger of Alamos Minerals and National Gold, Island Gold Mine is one of Canada’s highest grade and lowest cost gold mines. Through ongoing exploration success, its mineral reserves and resources have continued to grow and quality. This has supported a multi-phase expansion of the operation, driving production higher, costs lower, and strong free cash flow growth.

Low-cost production and growth are a standard for Alamos Gold who boast a long-term track record of creating value for all stakeholders through solid financial performance, and a company-wide commitment to social

responsibility and environmental stewardship. Their core values of safety, teamwork, environmental sustainability, integrity, and commitment allow the over 1,900 dedicated employees to thrive in their careers and create a legacy that benefits all Alamos stakeholders.

Ethical Business

Alamos Gold strives to be a leader in corporate governance and ethical business conduct by maintaining best practices, transparency, and accountability to our stakeholders. This is a mandate carried down by the directorship board who fervently believe that good corporate governance practices are essential to the creation of long-term value for all their

stakeholders. As such, the Board regularly reviews its structure, practices, and composition to improve its overall effectiveness.

“We are committed to protecting the health and well-being of our employees, creating shared value with our host communities and countries, and ensuring we minimize our environmental impacts,” their website states.

The Island Gold story

Now, the Island Gold’s story begins in 1985 when gold mineralization was first drilled, owner Richmont Mines achieved commercial production with the mine in October 2007 and has since produced over 1.1 million oz. of gold. It was then acquired by Alamos Gold in November 2017.

Last year, on June 28th, Alamos Gold reported the results of the Phase 3+ expansion study which outlined a larger, more profitable, and valuable operation than outlined in the Phase 3 expansion study released in 2020. Based on the results of the Phase 3+ expansion study, Alamos announced that they were proceeding with an expansion of the operation to 2,400 t/d.

This Phase 3+ expansion is more significant than Phase 3 for several reasons. Firstly, it allows the expansion of the operations from 1,200 to 2,400 t/d, which is scheduled for completion in 2026. It also drives production higher to an average of 287,000 oz. of gold per year at significantly lower costs. The mine life will be more than doubled, extending operations until 2039, which is four years more than what the Phase 3 expansion plans outlined.

Finally, the expansion will transform Island Gold into one of Canada’s largest and most profitable gold mines. Following the completion of the expansion in 2026, the mine will be the seventh largest gold producer in Canada, the lowest cost, and the fifth most profitable.

How it was done: Expansion planning

To increase the plant throughput rate, the comminution circuit was assessed to identify

its maximum capacity, and the existing crushing and grinding circuits were simulated at differing throughputs to determine which alternatives were available.

The assessment indicated that the existing crushers and mills can handle a maximum throughput of 1,600 t/d, which requires upgrades or additions to several of the other areas of the process plant such as the fine ore stockpile capacity, pre-leach thickening, leaching, CIP, acid wash, process water management, and other equipment.

The options to further increase the throughput of the plant to approximately 2,400 t/d included the addition of an equivalent ball milling circuit in a parallel configuration, and the addition of a new SAG milling circuit prior to the existing mill to create an in-series grinding configuration.

The approach would also require a new crushing plant and additional upgrades to the leaching area, pre-leach thickener including its underflow pumps, tailings pumps, and process water management.

The comminution assessment also provided an option to increase the throughput of the process plant to 2,400 t/d by way of utilizing an SAB comminution circuit design. This would

“...the expansion will transform Island Gold into one of Canada’s largest and most profitable gold mines.”

require installing a SAG milling circuit prior to the ball milling circuit (in-series grinding) as well as upgrades or additions to several other areas of the process plant.

Selected expansion approach

When selecting an option for the throughput expansion, Alamos Gold had to consider several parameters, staring with the rate at which ore is delivered to the process plant from the mine. The metallurgical performance (potential for gold loss mitigation), the versatility (ability to cope with spikes in head grade, varying feed particle sizes, and mitigation of bottlenecks), construction complexity (duration of downtime and tie-in points to the existing plant), equipment reliability, and finally capital and operating costs for the plant changes.

The selected option was to combine the initial expansion plans from 1,200 t/d to 1,600 t/d with the parallel grinding expansion plan, to increase the production of the plant to 2,400 t/d, which entails the addition of a new ball milling circuit in parallel to the existing circuit as well as a new Pumpcell plant and elution circuit at the back end. Utilizing a parallel milling circuit allows for a single milling stream to operate while the other stream is offline for maintenance. The downstream circuits may require modifications to allow the plant to run at the lower tonnage for an extended period.

The new shaft infrastructure

Following the completion of the expansion in 2026, the operation will transition from trucking ore and waste to skipping ore and waste to surface through the new shaft infrastructure, thus driving production higher and costs significantly lower.

The main components of the shaft infrastructure are unchanged from the 2000 Phase 3 study except for the addition of a bin house and hoist drive cooling building. The bin house will allow for a more efficient and lower costs of transferring material to the haul trucks on surface.

A 5.0-m diameter concrete lined shaft will be constructed with a steel headframe. The shaft will house two 12-t skips in dedicated compartments for ore and waste movement and a double-deck service cage for the transport of personnel and materials. The shaft will be sunk to an initial depth of 1,373 m. The hoist is designed for an ultimate depth of 2,000 m, providing flexibility to accommodate future exploration success. At the initial depth of 1,373 m, the shaft has a capacity of 4,500 t/d, more than sufficient to accommodate the peak mining rates of 3,600 t/d (ore and waste).

Post completion of the shaft, a total of five haul trucks will be required to support a mining rate of 2,400 t/d. This compares to a peak of 18 haul trucks required to sustain ramp haulage at

1,200 t/d. This contributes to the lower ventilation requirements and significantly lower diesel usage.

A responsible miner

Alamos Gold adopts a sustainable business model that includes several factors:

• A Conservative, low-risk strategy: working in safe jurisdictions (100% North American production), being debt-free $122 million cash (as of June 30, 2022) and $622 million total liquidity, and fully funded organic growth.

• A balanced approach to capital allocation.

• A long-term track record of value creation: acquiring high-quality assets at weaker point in cycle; focus on exploration including discovering 3.7 million oz. of inferred mineral resources at Island Gold over the past four years at a cost of $12/ oz.; $1.7 billion combined value added at Young-Davidson and Island Gold mines since acquisition.

Commitment to the local community

To support the economies of local communities, Island Gold offers training and education, including technical training to help residents acquire the qualifications required for long-term employment at Island Gold and in the mining sector. Island Gold prioritizes hiring from Dubreuilville, Wawa, and White River, as well as contracting and sourcing unless their needs cannot be met locally.

Additionally, the shaft expansion option for Phase 3+ means that the operation will be less reliant on a mobile fleet of haul trucks using diesel. The shaft will be connected to clean, low-carbon intensity grid power, resulting in significantly lower diesel consumption. This results in a 35% reduction in life of mine greenhouse gas (GHG) emissions relative to the current operation, supporting the companywide target of a 30% reduction in GHG emissions by 2030.

And vitally, this expansion has created new job opportunities, to join the 45% of the staff who are local.

Insulation Innovation

Donnie Rust

Jackon Insulation

Business is a race, and if you’re not innovating and pioneering regularly, you are going to be left behind. Few companies personify this better than Jackon who are one of the most innovative companies in the industry thanks to their prowess in developing construction and insulation materials.

JACKON by BEWI has been one of the leading companies for innovative solutions made of extruded polystyrene foam (XPS) in Europe. An elevated level of innovation capability is reflected in numerous processes, technologies and pioneering products, which have been created since the company was founded in 1987, making crucial contributions to green and climatefriendly construction.

As a manufacturer of high-quality insulation materials and construction boards made of extruded polystyrene foam (XPS), JACKON by BEWI has been successful on the market at home and abroad for over 35 years. With more than 350 employees, the company operates two sites in Germany as well as subsidiaries in Belgium, France and Switzerland and have created a self-sustaining network of experience and skills exchange that has positioned them superbly well to grow further into the future. The company has tapped into high-growth markets in numerous industrial fields of application and every day this experience-network works on fulfilling customer requests with the best practical solutions and continuously improving the products.

Making Something New

Construction and insulation are rapidly growing and advancing industries that not only have to develop to keep ahead of their competition but also fall into the scrutiny of manufacturing and material quality that could jeopardise the planet and residents. Recently, it’s been the

development of JACKODUR® insulation and JACKOBOARD® construction boards that has brought Jackon back into the limelight. The products and systems make a significant contribution to sustainable and energyefficient construction thanks to their thermal insulation properties.

Jackon Insulation

Headquartered in Mechau, Germany; Jackon have an additional production site in Olen, Belgium. With sales and marketing are based in Steinhagen, Germany, while the French sales office is in Mundolsheim and there is an additional site in Wittnau, Switzerland. Bolstered by an extensive sales force, JACKON by BEWI is always close to its customers offering a customised solutions as a matter of course.

Internal Developments

Since October 2022, JACKON by BEWI has been part of the BEWI Group. BEWI is a leading international provider of packaging, components and insulation solutions. The company’s commitment to sustainability is integrated throughout the value chain, from production of raw materials and end goods to recycling of used products. Since the outset in 1980 on the

island Fr ø ya off the coast of central Norway, the dedication to creating value to its customers, the society and its owners has established BEWI as a driving market force by offering sustainable solutions in innovative and efficient ways. Guided by the vision to protect people and goods for a better every day, BEWI is leading the change towards a circular economy.

Continuous Innovation Through R&D

In the Research & Development area, their employees from Product Management in Steinhagen work closely with the Development department in Mechau. There is a constructive collaboration that takes place when inhouse experience meets customer requests and the bulk of practical knowledge from their mechanical engineers and machine builders that often results in something new. For example, they were the first manufacturer to produce boards beyond the original production engineering-based thickness limit of 200 mm. This patented multilayer technology, where two boards are securely and permanently bonded together, enables them to manufacture XPS boards with a thickness of up to 320 mm, which are evaluated and certified for single-layer installation.

Quality, Professional Tiling Accessories

“There is a constructive collaboration that takes place when inhouse experience meets customer requests...”

Improvements On Multilayer Technology

Innovation from JACKON by BEWI has consistent lambda value of 0.032 for all thicknesses from 40 to 400 mm - JACKON by BEWI introduces the new generation of thermal insulation made of extruded polystyrene foam (XPS): JACKODUR® EVO is the systematic improvement of multilayer technology, which the company has been successfully establishing on the market throughout Europe for over 20 years. This product innovation makes it possible to quickly and securely lay a single layer of insulation in thicknesses from 40 to, for the first time, 400 mm – and what’s more, every thickness has a consistent lambda value of λ D = 0.032 W/(m·K).

Multilayer boards have become an essential feature of insulation for energy efficient buildings. They play a major supporting role - quite literally - in perimeter insulation. JACKON by BEWI has set standards here with JACKODUR®. The new generation has developed the familiar advantages as it has evolved, offering properties that have been improved still further. This includes the

“We are committed to coherent, sustainable management and to the goal of optimizing our company’s products and processes from an economic, ecological and social perspective.”

high insulation performance, which can be seen in the lambda value and is guaranteed for every board thickness (40 to 400 mm). This offers even more flexibility in structural design and execution to meet individual requirements for the energy efficiency of buildings.

Moreover, the multilayer boards, which are bonded tightly together at the factory, allow especially safe and straightforward handling on building sites. A considerable time saving can be achieved by laying a single layer in comparison to several layers of insulation; the technology is also impressive in terms of building physics with better thermal performance. For example, a film of water can no longer accumulate between boards, which can happen when laying multiple layers.

Moreover, JACKODUR® EVO has all the familiar benefits of XPS thermal insulation that have been tried and assessed over the years. The material is compression proof, dimensionally stable, moisture and rot resistant as well as durable. Sustainability begins in production because the cells mainly contain air. This means that these multilayer boards will

save much more energy and resources over the years and decades of use than have flowed into their manufacture.

JACKODUR® EVO multilayer boards protect buildings for a whole lifetime and can even be reused afterwards. They permanently reduce the cost of heating and the CO2 emissions of buildings, making a considerable contribution to better climate protection. This product innovation is available now.

SUSTAINABILITY

As stated on their website, Jackon take the conservation of resources and the protection of the environment very seriously. It is their responsibility to future generations that they defend their right to an intact and liveable environment. That’s why they support climate protection objectives and certification concepts for buildings. As it says on their website, “We are committed to coherent, sustainable management and to the goal of optimizing our company’s products and processes from an economic, ecological and social perspective.”

Making Every Step Count Since 1932

Donnie Rust

Rocky Brands

Aprime example of keeping your stride, Rocky Brands have grown into the leading manufacturer of premium quality rugged footwear by putting one foot in front of the other and making sure that every step is in the right direction.

Considered by many to offer the best footwear for the hardest occupations, the product range has grown significantly since those early days ninety-one years ago. Today it includes specially designed and crafted boots and shoes for military, ranch and farm work, sea-fairing work, hiking, construction, a range of safety boots and even a couple of hardy but fashionable brands. Linking all these together is the research and development backing their design that could rival some laboratories.

Research And Development

The harder the job the more functional, supportive, and scientific the footwear needs to be. It is a mark of honour that Rocky Brands, who pack their footwear with the latest developments and podiatric breakthroughs, have products that are guaranteed to end up covered with the sort of muck and grime that is not found on the usual flooring.

As it says on their website, “We are our customer and that is what makes us great and sets us apart. We love what we do and are proud of the products we make.”

When considering the range of terrains and obstacles that their product face, be it all-terrain exercises for the military- or actual conflict, or builders navigating busy

scaffoldings; hikers tackling the rockiest of outcrops or farmers mucking it out – the task of protecting feet is an engineering fete requiring that every element be considered.

And it’s not just about foot protection but also comfort. No job is improved by leaky shoes or boots that make you feel like you’re running on Lego blocks and when it comes to the industries that Rocky Boots specialise in, discomfort or imbalance can lead to injuries which can lead quickly to disaster.

Values Hardened

Hard working shoes for hard working people, Rocky Brands was founded during the great depression when those who were fortunate enough to have work, worked longer hours in the

most dangerous jobs. This forged a set of values that has guided the company ever since, one of honesty and conviction, responsibility and courage. The first boots built were for workers who needed their footwear to outlast any task and be of good quality materials that could be repaired when needed and would keep their feet warm and dry irrespective of where they were put.

The approach of hard work, of taking the time to get things done right, of owning one’s mistakes and being responsible for their own development couldn’t be epitomised better than by the CEO Jason Brooks, who joined the company in 1997 as an independent sales representative and stepped into the role of CEO twenty years later in 2017.

Not Just Footwear.

There are six target markets that Rocky Brands focuses on including, outdoor, work, duty, commercial military, military and western. Additionally, as part of their strategy they outfit consumers from head-to-toe, not only offering footwear, but providing the same level of quality and effectiveness to all the apparel.

As a result, they are the go-to one-stop-shop for many partners and have been for decades. But the competition is fierce and there is no substitute for experience and quality coming together to create new ideas.

Innovation. The Result Of Experience, Ideas And Quality.

It is a core belief at Rocky Brands, that a critical component of their success in the marketplace has been a result of their continued commitment to product innovation. Their consumers demand quality, durable products that incorporate the highest level of comfort and the most advanced technical features and designs.

A dedicated group of product design and development professionals are employed just for this task, including well recognized experts in the footwear and apparel industries, who continually interact with consumers to better understand their needs.

2020, 2021 and 2022 had a significant impact on the industries that Rocky Brands serve, and it is still a challenging time. However, challenges like this offer opportunities for innovation and change and over the last ninety-one years, the company has dealt with its fair share of difficulties.

Jason Brooks is confident and spoke recently about Rocky Brands’ quarterly review of 2023, “For the second quarter in a row, our sell-through performance at several of our major wholesale accounts outpaced sell-in as retailers continue to work on aligning overall inventory levels with the current market environment. Consumer response to our brand portfolio remains solid with strong

TOUGH FABRICS FOR COYOTE CORDURA®

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100% Made in the USA Berry-compliant.

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“Consumer response to our brand portfolio remains solid with strong full price selling...”

full price selling and recent price increases helping drive a 440-basis point improvement in gross margin. While our year-to-date results were more challenging than anticipated due in part to ongoing industry headwinds, we believe our business is positioned for improvement over the remainder of 2023 based on consumer demand, our current order book and recent conversations with key wholesale partners about their plans for the second half of the year.”

Innovation And Pivotting

Indeed, Rocky Brands have historically demonstrated an incredible ability to pivot to accommodate challenges. It is fair to say that they work in a critical human industry and when construction work slowed to a halt in 2020, they pivoted towards the farming and western industry. Of course, these are only some examples of the work that had to continue during the covid period because the world was still reliant on those in working boots to keep going into work.

Jason reveals that over the past few decades, the company has had the freedom to innovate, experiment, and test their products in every single element. As their customers will attest, there are way more than four seasons.

“That’s why we’ve designed each of our styles to work hard for every task and brave every condition,” he says, “So our customers can feel protected, productive, and always in their comfort zone, no matter what the weather or what they’re walking in.”

“...we believe our business is positioned for improvement over the remainder of 2023 based on consumer demand, our current order book and recent conversations with key wholesale partners about their plans for the second half of the year.”

The Impossible Engineering Fetes On The Horizon Line

Donnie Rust

Scaldis Salvage and Marine Contractors

Nothing pushes the ingenuity of engineers like the ocean, and nothing tests their creativity and resourcefulness more. And yet, there are businesses not only willing to brave these challenges but able to thrive in them. Such is the unique force that is Scaldis Salvage and Marine Contractors.

Scaldis

A highly experienced offshore heavy lift contractor providing services for the oil and gas, renewables, decommissioning, civil and salvage markets Scaldis specializes in the transportation and installation and decommission of offshore structures and facilities. They provide turnkey solutions that are reliable and cost-effective and have a well-earned reputation in the industry for getting the impossible to work. Their mode of operation is to cooperate closely with clients to create marine projects that boggle the mind of anyone else not in the industry.

Transportation And Installation

Their primary sectors of focus include:

Civil Construction: the projects that are carried out under sheltered conditions such as ports, rivers, or waterways. These include construction and dismantling of large structures,

such as bridges; the transportation, lifting and placing of tunnel elements and caissons and lock door lifting and installation. And concrete barrage construction.

Oil and Gas: Scaldis has a vast experience in the installation of various types of jackets and topsides but to optimise operations they prefer to be involved at an early stage of the design and fabrication process so that their experience can be incorporated all the way through to the final transportation and installation methodology. In this vertical, they are involved in the following activities: Placing of jackets, piles, topsides, vent booms and other related parts; Transportation and installation of gravity-based structures and module lift for the construction of FPSO vessels.

Renewables and Environmental: Scaldis is an important player in the growing renewables energy and environmental care sectors.

Decommissioning

After many decades of operation, many of the oil and gas installations around the world are reaching the end of their economic production life. The decommissioning of offshore installations presents a major challenge from an environmental, technological, and economical perspective. Scaldis offers an economical

OPERATIONAL EXCELLENCE

HEAVY LIFT

RENEWABLE ENERGY

We provide high quality solutions on lifting, mooring and rigging equipment.

Our expertise includes heavy lift cable laid slings, HMPE/Dyneema Slings and support services, such as inspection, re-certification, removal & installation on anchor lines and crane hoist ropes.

www.franklineurope.nl

Franklin Offshore are proud to be a key supplier to Scaldis Salvage & Marine Contractors NV.

“The decommissioning of offshore installations presents a major challenge from an environmental, technological, and economical perspective”

solution by using its multipurpose vessels Rambiz and Gulliver, unique carriers that allow all required operations to be executed from a single vessel.

A great deal of valuable material is salvaged from installations, destined for reuse elsewhere or refabrication and just as much attention to detail and care is applied to the end as the start. Sometimes the installations have been abandoned for a period and the decommissioning is to remove the material from the foundations. Scalis have provided heavy lift removal of obsolete oil and gas installations all over the world, deconstruction and demolition of abandoned installations, preparatory works and dismantling of onshore rigs as well as off.

Salvage

Each day, thousands of vessels and floating objects can be found on the world’s oceans. Maritime disasters can strike anytime, anywhere. In emergency situations, professional support and experience are required and there is no room for failure, hesitation, or error. Environmental care and protection, as well as pollution prevention, are top priorities in every one of the company’s salvage operations and wreck removals.

Scaldis’ expertise covers all the phases of installation and decommissioning projects with their primary focus and core business being in the lifting phases and associated activities.

As stated on their website, “Our in-house specialists as well as our well-established supply chain have developed an excellent track record in managing and delivering complex projects in a safe, efficient, and timely manner. The experience and diversity of our team enables us to offer innovative tailor-made solutions.”

The Rambiz And Gulliver Rambiz, a multipurpose vessel capable of holding 3300 tons, is unique in the world with her two cranes, shallow draft, large deck space and renewed accommodation facilities. This arrangement, together with other qualities, give the vessel the capability to operate in areas no other comparable vessel can reach. Her ability to work in both deep and very shallow waters provides valuable flexibility. The combination of two main cranes enables the Rambiz to lift unusual structures that would otherwise require two separate vessels. The two cranes allow maximum flexibility in handling structures, dual lifts and more. The considerable deck space also allows room for a crawler crane, diving, piling, grouting and ROV equipment, and additional accommodation. The new build vessel Gulliver possesses all the key assets of the Rambiz with some additions that extend the potential of the new crane ship.

Safety First

A core element of the management structure and ethos of Scaldis centres around quality, health and safety, environmental management and security. For Scaldis this is an important part of the day-to-day management model that

influences what they do as a company and what they stand for.

Strong leadership and commitment from the directors and senior managers guide the company to continuously improve their processes in order to operate at the best level and achieve industry best practice. Managed through an integrated QHSES management system, Scaldis pursues a zero-incident strategy towards safety, the environment and security and quality issues which is embedded within the mindset of the staff and the business. They believe that the provision and maintenance of a safe workplace, along with protection of the environment, whilst providing a consistent standard of service to their clients is fundamental to the ongoing future of the business.

Achieving this requires the use of effective systems for the assessment, control, monitoring and review of all aspects of health, safety, environmental, security and quality management to ensure an ongoing continual improvement process.

To demonstrate this commitment, Scaldis have achieved external certification for ISO 9001:2015, ISO 14001:2015, 18001:2007/ ISO 45001:2018 amongst other Certifications as well as the required Maritime Standards. Scaldis holds accreditation to ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, FPAL, IMCA Certificates.

In Conclusion

It takes a unique sort of business to capitalise and grow so well in such a challenging and dangerous marketplace but for those clients’ needing projects and work to be completed within those places, experience, guts and a stalwart attitude to getting the job done, is everything.

“Achieving this requires the use of effective systems for the assessment, control, monitoring and review of all aspects of health, safety, environmental, security and quality management to ensure an ongoing continual improvement process.”

Aruba Airport Authority

Ongoing Focus On Being Green

Donnie Rust

In August 2023, Aruba Airport Authority celebrated 100 years in the aviation industry with an exciting Aviation Expo in collaboration with the Aruban Government, the Aruba Tourism Authority, the Department of Civil Aviation (DCA), Air Navigation Services Aruba N.V. (ANSA), and other industry professionals. Their centennial year has not slowed them down however, and this year has seen a run of notable achievements already which we will cover below. Is there any stopping Aruba Airport Authority? CEO Joost Meijs, doesn’t believe so.

Electric Vehicles

Having already established their longevity, the legacy that Aruba Airport Authority is building will be one that is green, not only economically but environmentally. They have introduced several key developments over the last year including a new 100% electric airport bus as part of its continuous efforts in creating more sustainable airport operations.

Aruba Airport has the ambition of becoming one of the most sustainable, safe, and future proof airports of the Latin America and Caribbean region. The addition of the E COBOS 3000, a completely electric airport bus to its fleet is part of this.

The E COBUS 3000, produced by COBUS Industries, has the capacity to carry up to 110 passengers and is the first of its kind in the Caribbean region. The electric bus, powered by lithium titanate batteries, allows for smooth and efficient operations due to its energy management and flexibility. In addition, the bus delivers completely CO2-free passenger service and noise reduction, further guaranteeing optimal airport operation.

The addition of the E COBUS 3000 to Aruba Airport’s fleet is a major milestone in the airport’s sustainable strategy to reduce carbon emissions and its carbon footprint for the airport and entire island.

“Aruba Airport is thrilled to be leading the way in sustainable transportation for its passengers and community,” says Joost.

Visions And Goals

He goes on to explain that of all of Aruba Airport Authority N.V.’s visions, goals and objectives, sustainability is defined as one of the most important strategic pillars of the company.

“We aim to be the most sustainable airport in the region,” Joost says, “And we are quite proud to announce that our latest achievement is our Airport Carbon Accreditation Level 3 which puts

“We aim to be the most sustainable airport in the region,”

us in a great position to achieve our goals of sustainability dominance.”

In 2018, AUA Airport entered Airports Council International’s (ACI) Airport Carbon Accreditation (ACA) programme, which is the only global, airport-specific carbon management certification program for airports. It provides airports with a common framework and assesses and recognizes the efforts of airports to manage and reduce their carbon emissions through 6 levels of certification: ‘Mapping’, ‘Reduction’, ‘Optimisation’, ‘Neutrality’, ‘Transformation’ and ‘Transition’.

By achieving the Airport Carbon Accreditation Level 3 – Optimisation, AUA Airport engaged its third parties in carbon footprint management and widened the scope of its carbon footprint to include a range of Scope 3 emissions. Third parties include airlines and various service providers, such as independent ground handlers, catering companies, fuelling companies, and others working on the airport site. Actions taken to measure, manage and reduce its carbon footprint include data collection, inspections, auditing, and calculations of GHG emissions, amongst other efforts.

“We congratulate Aruba for being the first airport in the Eastern Caribbean to achieve Level 3 “Optimisation” in the Airport Carbon Accreditation programme. The management and employees of Queen Beatrix Airport have demonstrated once again their leadership and commitment towards a sustainable aviation industry”, were the words expressed by ACI-LAC’s Director General, Rafael Echevarne.

Director of Health, Safety and Sustainability at Aruba Airport Authority, Angeline Flemming, says that this achievement solidifies the efforts and commitment of their staff, airport community, partners, and stakeholders towards making AUA Airport the most sustainable airport in the region, “This certification is part of the airport’s long-term strategy, and we hope to encourage other organizations to also embrace sustainable practices in their daily operations and pursue certifications that contribute to a better and more sustainable way of doing business.”

And, according to Joost this is only part of their sustainability goals and objectives, as they aim to reach additional levels of certifications in the upcoming two years. The ACA programme provides a unique common framework and tool for airports to properly manage its carbon footprint and guide and support airports though the process of continual improvement and

partnership with stakeholders, “Reaching Level 3,” he says, “Shows the commitment of our staff and other partners to conduct business with respect to our environment. This is not only professionally gratifying but heartwarming from a team-spirit point of view, the goal is not only a large one but an important one too and we must work together to achieve it.”

Opening To The Brits

Opening Aruba Airport Authority to the world is an important factor for economic growth of the region, supporting an often-overlooked fact that by providing economic opportunities for countries is the best way to stave off carbon emissions. And, after nearly a decade of negotiations and preparations, Aruba Airport welcomed the first British Airways flight, which from now on flies to and from Aruba twice a week, on Thursdays and on Sundays.

With this achievement, the Aruba Airport continues to develop in the European continent, the Caribbean and continues to diversify its markets being served from the island. British Airways will be flying to Aruba throughout the year on Thursdays and Sundays with a stop in Antigua. The LGW-AUA flight will be operated with a Boeing 777-200ER equipped with 336 seats, providing 32 Club seats, 52 World Traveler Plus seats, which is superior economy class, and 252 seats in the economy section: Departing from London Gatwick Airport.

For this Joost indicates, “This is yet another achievement for the tourism industry of our island with a permanent service between London Gatwick Airport and Aruba. The introduction of this direct service is a goal we were working towards, and it is wonderful to see how the efforts to develop the service are paying off. In a very competitive sector, it is essential to have a direct service throughout the year and with easy connections from large markets. This is a team effort, and I am convinced that it will be a success!”.